Managing Human Resources Organization

Question: Discuss about the Managing Human Resources Organization. Answer: Introduction According to the case study, a hospital runs its operations in different geographical locations in Australia with 400 employees. However, the organization does not have an HR department and the responsibilities are managed by the finance manager and CEO. The organization has a consultant who provides guidance regarding HR policies and practices. However, the organization faces significant challenges such as absenteeism, staff shortage, industrial disruption, staff grievances and others. The lack in effective human resource practices has led to decline in quality of care and increase in number of accidents at the hospital. Contrarily, the leading healthcare provider is passionate about staff engagement and organizational commitment affecting quality care. This report aims to apply the human resource management practices that would help the CEO of the hospital to improve operations. These strategies shall help the hospital to overcome the human resource challenges. Further, the feature s of building a sustainable HR capability are thoroughly described. Recommended Course of Action According to the case study, the hospital faces significant challenges such as absenteeism, staff shortage, industrial disruption, staff grievances and others. As there is no HR department, there is a need to establish it from the scratch. In the rapidly growing market, every hospital needs to have an efficient HR department to deliver effective services. The first step is to create a staffing plan. The CEO of the hospital needs to determine the positions that need to be filled. Further, the salary for the identified position shall be determined. As it is a large hospital, the number of employees in the HR department to manage all the functions must also be determined. The regular turnover rate shall be determined that is affected due to competitive level of the healthcare market. Further, the CEO must determine the percentage of staffs that possess outdated skills and knowledge to conduct tasks in the healthcare department effectively (Kramar, 2014)). The availability of the staffs within the hospital for promotion shall be analysed. Moreover, the number of employees that would be required for recruitment and hiring must be determined. A gap analysis shall be conducted for determining the difference between demand and supply of staffs. The second step is to create job profiles. The job positions need to be created by taking input from the manager. The skills and competencies required for performing the role must be described (Singh et al., 2012). The third step is to create an applicant tracking system. The CEO must purchase an applicant tracking software that would electronically handle the recruitment needs. This software shall help the hospital to handle resumes, job postings and interviews. Further, the old spreadsheet and files must be uploaded in this software so that multiple categories can be created. The track and flow of applicants can be managed using this software. The fourth step is to develop a recruiting system strategy. The kind of listings that must be created shall be determined. The recruitment budget must also be identified by the CEO as external methods of recruitment shall be employed. The target locations of the job listings must be determined (Baumgartner, 2014). The fifth step is to manage the employees. A series of documents shall be created regarding the vacation requests put up by the employees. Performance reviews must be conducted. The employee requests and feedback forms shall also be taken into account. The sixth step is to devise a system for the employees who need to be replaced. The hospital must conduct exit interviews so that the reasons of leaving can be identified. The notice period of 30 days can be provided to the employees at the hospital (Kelly et al., 2013). Apart from following these steps, sustainability can be maintained by following few core functions in the human resource function. The steps are as follows: Employee communications: HR of the hospital facilitates communications between hierarchies and departments that results in buffering for potential friction while promoting formation of informal groups or committees that will emphasize in formulating ways for improving sustainability in the hospital. However, HR of the hospital will have to communicate with entire employee base frequently regarding the goals and progress of the sustainability goals of the hospitals. In this way rate of communication also is increased (Pinzone et al., 2016). Engagement: Employee engagement is a vital factor that helps in formulating sustainable strategies for the hospital. Participative leadership is the best form of leadership that can be practiced in the organization by the HR managers. However, HR in this perspective plays a vital role in the involvement of employees in the workplace initiatives like energy efficiency, recycling, leadership development, and reducing waste (Stone, 2013). Sustainability focused volunteering: Delivering community service is a part of CSR activities. However, engagement of employees both in terms of external communities and in terms of internal communities is essential for improving the volunteering service of the hospital. Volunteering activities are also practiced within the organization in order to improve the sustainability within the organization. HR managers are involved in the sustainability of the employee strategies in order to incorporate them with organizational goals (Mariappanadar Kramar, 2014). Reduction of waste in terms of talent acquisition process: The HR department has to identify the strategies that have not been working for the benefit of the employees. Reduction of waste means the incompetent strategies that resulted in the decreased productivity of the employees. However, waste in talent acquisition implies the sustainable strategies that will incorporate green eco-friendly strategies in the process of recruitment and selection. They may use full electronic system in their hiring process (Snell et al., 2015). Initiating CSR into HR activities: When CSR is implemented in the HRM strategies of the company then it can be termed as CSHR. Many veteran HR executives have used this approach in terms of sustainable practice of HR in the organizational perspective. These strategies are responsible for harnessing the opportunities through various ranges of organizational processes. It encompasses the alignment of the organizational goals with HR goals (Dubois Dubois, 2012). Features of Building Sustainable HR Capability There is intangible nexus between human resources and sustainability. The basic tenet of sustainability is to maximize the positive benefits through the business operations. The human resources can encourage employee engagement and form green teams to address sustainability. Sustainability means social, economic and environmental factors by meeting the demand of the current generation without having to compromise on the future. A few examples of building sustainable HR practices are encouraging employees through training and compensation. Compensation includes both monetary and non monetary components such as base salary, health insurance, performance bonuses and retirement plans. It may attract the employees and enhance the productivity of the hospital. Compensation is also a form of motivation for the employees. It is because if the manager shares bonuses or profit with their employees, the performance can be directly affected. Compensation also helps in retaining productive employees so that a successful business can be run. The hospital offering such benefits shall be able to retain its employees as it can be seen that the turnover rate and absenteeism is high (Bamberger et al., 2014). Regular promotions can also help in retaining employees. Training helps in creating better processes and efficient work. Training is also a method to allow the hospital to stay competitive. Training shall help in reducing turnover rate and improvise the service offerings at the hospital. Sustainable human resource management represents the sustainability and role in the HR function of the hospital. The business strategy should focus on the HR strategies that will emphasize programs on work life balance, money based strategies, employee benefits, employee engagement programs, time based and information based strategy. The aim of the HR department of the hospital will improve the productivity of the employees of both middle level and junior level managers (Ehnert et al., 2016). Hospitals is more kind of service based industry rather than products. People come for availing the service provided by the hospital. The vital role of the employees is to ensure the employees productive by formulating effective and efficient people management programs. In the competitive business world, it can be seen that the demands of the market also concentrates on the requirements of the company in terms of HR demands (Harris Tregidga, 2012). The sustainable strategies must build a strong case of business that outline the financial impact. To control the work of the HR, sometimes, strategic management department of organizations interfere in the work of the HR managers so that they are aligned with the organizational goals. Apart from these key features, the hospital must incorporate many other features in maintaining sustainability in the HR practices. These practices must ensure a sustainable performance culture within the organization. The measures of the HR practices focus on the training development and recruitment while developing various strategies in different parameters (Scherer et al., 2013). Time based strategy illustrates policies formulated by HR managers that are job-sharing, flexime, closing plants, part time works and for different special occasions. Time bases strategies will not only focus on the issues faces by the HR department as well as the employees in the organization but also it focuses on the opportunities of growth of the company. Information based strategy include various intranet work websites for the relocation assistance. The HR must emphasize few elements on meeting the changing business requirements such as people, technology, workplaces. The strategies are also apparent to the global economy system (De Prins et al., 2014). Various multinational organizations are interested in encouraging and developing human capacities that helps them in allowing them in engaging themselves in a networked world. Money based strategy includes benefits of employees in terms of adoption assistance, flexibility benefits and leaving with pays and perks. Sustainable stra tegies of HRM encompass work life balance of the employees associated with the organization. It will help in retention of the talented employees who are responsible for higher profitability of the organizations (App et al., 2012). The aspect of cultural change is a point that the HR managers must focus while maintaining sustainability. The emerging topic of sustainable HR practices is defined as the implications that are related to the HR function and the organizational performance. The HR will support the development of global frameworks of HR focusing on the concept of cultural change. However, apart from implementation of sustainable strategies, monitoring the progress of the newly framed strategies is also a vital task that are required for the management of the performance of the employees. Recommendations As the hospital is lacking in terms of human resource department, it is recommended that the hospital must recruit efficient people that will take care of the sustainable human resource strategies. The newly recruited HR team will address the challenges faced by the employees and inconsistent implementation of previous strategies. After that, the newly recommended sustainable HR strategies will be implemented in a way so that they can improve the rate of staff retention, lower rate of absenteeism, enriched employee morale and increased productivity. It is recommended that by emphasizing security in terms of long-term employment and designing the hospitals HRM strategies supporting sustainability in internal and external communities. The hospital can leverage sustainability (Mariappanadar, 2012). However, the HR team must take into considerations about the view of the stakeholders while formulating new HR strategies. Conclusion Conclusively, managing human resources can be a challenging task. It is observed that the hospital faces significant challenges such as turnover, dissatisfaction, absenteeism and various others. The quality of healthcare and number of accidents are increasing due to the staff negligence. It is recommended that training, compensation, rewarding, motivation and other strategies can help in resolving the staff management issues. In the rapidly growing market, every hospital needs to have an efficient HR department to deliver effective services. 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