Organizational and Personal HR Development Plan Paper

Organizational and Personal HR Development Plan Paper

Organizational and Personal HR Development Plan Paper

Healthcare delivery should be characterized by excellence, efficiency, and timely services. As a result, healthcare professionals should be highly skilled, conversant with professional and ethical demands, and passionate about their work. Leaders should support employees’ growth and development and ensure there are robust measures to replace the lost workforce. In every organization, the human resource department is crucial for facilitating employees’ growth, development, and retention. Throughout the course, human resources emerged as a strategic business partner integral to the organization’s success. The purpose of this paper is to present the key course findings while making the necessary recommendations to the leadership on performance improvement.

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Outcomes for Hiring, Acquiring, Training, and Leveraging on Human Capital

Organizations should be characterized by continuous growth and visible improvement in service delivery. Achieving this goal requires health care organizations to have adequate employees and develop them to ensure that their skills match patient needs. The primary outcome of acquiring human capital is to replace the lost workforce. Although organizations generally aim to retain the best talent, employees quit, retire, or join other organizations. The aging workforce retires and nurses join other careers or organizations, which can cause a nursing shortage if not addressed timely (Haddad et al., 2022). In response, acquiring human capital helps to replace employees who leave the organization for different reasons.

Training and development go hand in hand. According to Huang (2019), training and development allow employees to acquire new skills and sharpen their current skills. An organization can focus on many areas, including technology skills, patient-provider relationships, diversity, and task management. The choice depends on employees’ needs and the available resources, among other determinants. As Huang (2019) further mentioned, training and development enhance job satisfaction and employee productivity. The practice makes them more efficient, reducing their chances of committing errors significantly.

Nurses and other health care professionals commence practice as they look forward to delivering tasks as assigned. However, there is no guarantee that their capabilities will be utilized sufficiently. Leveraging human capital is a continuous process of ensuring that human potential in an organization aligns with the organizational requirements. Accordingly, leaders should be aware of human potential and offer adequate opportunities for employees to provide organization-wide solutions. For instance, the delegated tasks should not be restricted to one’s specialization. Nurses in medical-surgical units should also work in teams to enable them to deliver maximally.

Pros and Cons of Current Systems/Processes

The organization applies different processes to acquire, develop, train, and leverage human capital. To acquire employees, interviews dominate other processes after employees express their interest in working for the organization through a job application. As Schermerhorn Jr and Bachrach (2020) noted, interviews are reliable and allow employers to assess employees in-depth. Training and development strategies include mentorship, team-based training, internships, and job rotation. Jointly, the processes are integral to skill development to enable employees to work quicker, more readily, and more productively. Leveraging is achieved through delegation and flexible work routines. Such methods enable employees to align performance with workplace outcomes.

The methods applied have disadvantages too. For instance, interviews are time-consuming since employers must ask multiple questions to get a detailed view of an employee’s skills and talents. They are also vulnerable to bias, although it can be minimized through panel selection. Better outcomes can be achieved by using interviews along with other selection methods such as social media profile screening. Regardless of the scope, training and development require massive facilitation through material and human resources. Some training and leveraging methods also require external facilitation, which could be expensive.

Focusing on Employees’ Strengths to Leverage Diversity

Employees are naturally diverse since they have different origins, beliefs, skills, and experiences. Leveraging diversity can be integral to performance improvement since employees would learn from one another. An effective way of leveraging diversity is to promote teamwork. Teams comprise employees with different skills, knowledge, and experience. Accordingly, inexperienced employees learn from their experienced colleagues on various aspects of patient care (Rosen et al., 2018). Such aspects include handling uncooperative patients and families, ethical conduct, and handling workplace challenges such as incivility and burnout. Team members also motivate and push each other to achieve excellence.

Mentorship, role delegation, and giving leadership opportunities would also be highly suitable for leveraging diversity to improve performance outcomes. Like teamwork, mentorship offers employees an opportunity to learn from their experienced peers. However, mentorship focuses on working with experienced colleagues to help them grow/enhance performance (Loosveld et al., 2020). Role delegation can primarily focus on an employee’s talents and emerging skills to enable them to develop and guide other workers. Leadership opportunities allow employees to exercise their leadership strengths and influence colleagues positively. It should be rotational to allow employees to express and implement diverse leadership strategies.

 

Plans for Developing and Integrating HR Positions

Working as a HR professional is challenging since it requires adequate knowledge of organizational and employee needs, legal issues, employee relations concerns, and developing mechanisms and policies to improve productivity. Every position should be need-based, and the same applies to HR specialists/generalists, HR leadership, HR consultant, or HR of One. The implication is that the organization’s leaders should first assess the current and projected employee needs before developing and integrating a particular HR position. The other consideration when developing the plan is to ensure that roles do not overlap. Several positions can be combined and handled under a single HR unit depending on the adequacy of resources, the criticality of the position, and other factors. For instance, legal consultancy can be handled by a HR specialist or consultant. They can be blended into a single position if there are no other functions necessitating the two positions.

Recommendations to the Leadership for Sound Decision Making

An organization’s success depends mainly on leaders’ decisions on various matters. Since leaders’ decisions affect employee performance, leaders should make sound decisions when acquiring, developing, and leveraging resources. Among other practices, leaders should consider diversity when acquiring employees. As Stanford (2020) posited, diversity promotes inclusion in health care and improves patients’ confidence in health care professionals. In this case, it makes patients feel represented (racially) in the organization, which improves patient-provider connection. Diversity also enhances team performance hence high employee productivity and the organization’s output.

The other recommendation for leaders is performance appraisal. Often conducted annually, performance appraisal reviews employees’ performance to guide career development (Madlabana et al., 2020). The practice helps leaders to assess employees’ skills, behaviors, and challenges to help them improve where necessary. It also offers leaders and employees an excellent opportunity for interaction, particularly where interviews are part of the performance appraisal method. Due to the benefits of performance appraisal, any forward-thinking organization should ensure that employees’ performance is evaluated annually and there are adequate and suitable measures to address skills gaps.

The organization’s leaders should also support continuous employee training for growth and development. Over time, many changes occur in health practice, significantly affecting the delivery process. For instance, the current practice depends massively on data and technology to enhance accuracy, access, and timeliness. Ethical and legal issues related to patient care also undergo regular updates. Leaders should help employees adapt to the necessary changes through regular (annual) training. Focus areas include practice changes, code of conduct, diversity and inclusion, and emerging skills. The intensity of the training should vary depending on employees’ knowledge, resources available, and the focus area.

Employee development also involves motivation and taking care of employees’ health. The current practice is characterized by a heavy workload since the COVID-19 outbreak since it increased the number of patients and activity scores (Hoogendoorn et al., 2021). Nurses in medical-surgical units, ICUs, triage, and other areas are overwhelmed hence the need for motivation. Rewards and incentives are effective motivational strategies to energize health care staff to improve job satisfaction and prevent turnover. Leaders take care of employees’ health by enabling nurses to engage in self-care and training them on effective strategies based on their needs. A high workload exposes nurses to burnout, and self-care can make nurses mentally and physically healthy to prevent burnout (Williams et al., 2022). Appropriate self-care tips include engaging in a hobby, talking with colleagues on matters unrelated to health, visiting a place, and spending time with family and friends. Progressive leaders should understand the implications of employees’ health and well-being and provide them with the necessary support.

Applying Course’s Knowledge and Personal Development Plan

The course increased familiarity with HR concepts, and the knowledge gained can be used to improve relationships, performance, and employee conduct. Concepts learned from the course include staff recruitment and selection, training and development, retention and engagement, and performance management and appraisal. Through the knowledge gained, I will guide the organization’s leaders on effective staff recruitment strategies. Training and development are crucial for employees’ growth (Huang, 2019). I will use the knowledge gained from the course to guide my organization on effective processes, timing, and outcome evaluation. Tips on employee retention, engagement, and performance management and appraisal can help the organization overcome staff turnover and prevent the detrimental effects of staff shortages.

HR professionals should keep developing their skills as time advances. A personal development plan is crucial to guide HR professionals in achieving their career goals. My personal development plan includes a detailed analysis of my current skills, talents, and emerging potential. The analysis outlines strengths and weaknesses that can foster or deter growth within the HR field. Other elements include my desired vision, measures to achieve it, enablers, and barriers.

Conclusion

Health care organizations cannot function without productive and motivated employees. As a result, leaders must prioritize human resources management and invest heavily in this area. Success in this area starts with acquiring suitable candidates, training them when necessary, and leveraging skills. As further discussed in this paper, practices such as performance appraisal and management and employee engagement are integral to organizational success. They empower individuals and teams, enabling them to perform optimally hence high overall output.

References

Haddad, L. M., Annamaraju, P., & Toney-Butler, T. J. (2022). Nursing shortage. StatPearls [Internet]. https://www.ncbi.nlm.nih.gov/books/NBK493175/

Hoogendoorn, M. E., Brinkman, S., Bosman, R. J., Haringman, J., de Keizer, N. F., & Spijkstra, J. J. (2021). The impact of COVID-19 on nursing workload and planning of nursing staff on the Intensive Care: A prospective descriptive multicenter study. International Journal of Nursing Studies, 121, 104005. https://doi.org/10.1016%2Fj.ijnurstu.2021.104005

Huang, W. R. (2019). Job training satisfaction, job satisfaction, and job performance. Career Development and Job Satisfaction, 25. doi 10.5772/intechopen.89117

Loosveld, L. M., Van Gerven, P. W., Vanassche, E., & Driessen, E. W. (2020). Mentors’ beliefs about their roles in health care education: A qualitative study of mentors’ personal interpretative framework. Academic Medicine, 95(10), 1600-1606. doi: 10.1097/ACM.0000000000003159

Madlabana, C. Z., Mashamba-Thompson, T. P., & Petersen, I. (2020). Performance management methods and practices among nurses in primary health care settings: A systematic scoping review protocol. Systematic Reviews, 9(1), 1-9. https://doi.org/10.1186/s13643-020-01294-w

Rosen, M. A., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist, 73(4), 433-450. https://doi.org/10.1037%2Famp0000298

Schermerhorn Jr, J. R., Bachrach, D. G., & Wright, B. (2020). Management. John Wiley & Sons.

Stanford, F. C. (2020). The importance of diversity and inclusion in the healthcare workforce. Journal of the National Medical Association, 112(3), 247-249. https://doi.org/10.1016%2Fj.jnma.2020.03.014

Williams, S. G., Fruh, S., Barinas, J. L., & Graves, R. J. (2022). Self-Care in nurses. Journal of Radiology Nursing, 41(1), 22-27. https://doi.org/10.1016/j.jradnu.2021.11.001

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Assessment Description
Throughout this course, you have had the opportunity to understand the important role human resources has as a strategic business partner and to reflect on the role of HR within your respective organizations. For this presentation, you will be capturing the key findings learned in this course, including making recommendations to your company leadership team.

Create a 1500-1600 word presentation.

Your presentation should include the following:

1. Develop a synopsis of your outcomes for acquiring, developing, training, and leveraging on human capital within your organization. Examine the pros and cons to the current systems or processes being used.
2. Based on the immediate hiring and training needs within the company, how can the company focus on the employees’ current strengths (knowledge, skills, abilities, and experiences) to leverage diversity to improve performance outcomes?
3. Propose plans for developing and integrating the positions of HR specialist or generalist, HR leadership, HR consultant, or HR of One within the organization.
4. What recommendations would you make to the leadership of your company relative to making sound decisions when acquiring, developing, and leveraging resources (i.e., human talent, technology, knowledge management) to meet organizational needs while staying legally compliant with employment practices?
5. Based on the knowledge gained in this course, how will you apply what has been learned into your organization? As a human resource professional, describe the elements of your personal development plan within the field of HR.