...situation that is faced by most healthcare facilities in the United States. The problem involves growing needs versus shrinking financial budgets to meet required outlay of equipment, technology, staffing, and physical facilities. To meet the needs of the growing population of North Reno County, Langley Mason Health (LMH) must make some tough financial decisions in regards to patient safety strategies that effect immediate and long term obligations. LMH has a strategic plan and has set forth ten goals for implementation. Once the goals are implemented, the community and patients will have safe, efficient care and the health system will be in line with other facilities that are technologically proficient. LMH has a multi-phase approach to complete the process and implementation of the plan. To date, the only phase completed is the first, and there is indecision and uncertainty among the LMH management staff about subsequent phases. Staff opposes purchasing equipment for short term safety goals such as smart IV pumps versus purchase of technological systems that include suites such as computerized order entry (CPOE), robots, and smart IV pumps, bar coding, computerized medication delivery, and electronic patient education. While some management decision makers desire to study the strategic problem before dedicating the funds for any equipment or phase, the chief information officer Dr. Moore does not want to get bogged down in a lengthy process of meetings and research that may take...
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...Week2 DQs DQ1 What is strategic workforce planning and how is it related to strategic business planning? What are some critical inputs for forecasting? What sorts of decisions do organizations make as a result of a workforce analysis? Strategic business planning outlines the long range perspective of the business, and sets the primary objectives and goals for the company. It directly feeds into operational planning, which defines the organizational strategies and the resources required to accomplish the long range goals. With the help of the operational planning, managers identify which parts of the business they need to hire new talent and plan for budget requirements. Workforce planning uses the feedback from strategic planning to identify business needs and assess the internal supply’s capability to meet those needs. Based on this information and the operational planning feedback, staffing levels are determined, and net workforce requirements are computed. Using this assessment along with the budgeting figures from various managers, the human resources authorizes staffing requirements, implements necessary internal talent moves (via promotions and transfer), and recruits new staff members. These action plans also include potential revisions to compensation and benefit plans in the company. In our workplace, we follow a very similar approach in assessing general business growth. However, I am working in a relatively new sub-area in our company, and we are more flexible...
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...Vision PLANNING Mission Objectives Goals Strategic Planning Directional and motivational guidance for the entire organization. An Organization's reason for being. It reflects the culture and values of ownership. Objectives refine the Mission and address key issues within the organization such as market standing, innovation, productivity, physical and financial resources, profitability, management and worker performance. Goals are specific statements of anticipated results that further define the organization's objectives. They are expected to be SMART: Specific, M easurable, Attainable, Rewarding, and Timed. Strategies are major plans that commit large amounts of resource to proposed actions which are designed to achieve the major goals and objectives. ORGANIZATION Division of Labor The organization structure and distribution of authority should reflect the mission, objectives, goals and tactics that grew out of the planning function. Division of Labor is captured in an organization chart which is a pictorial representation of an organization's formal structure. It must always remain consistent with reality. Recruiting STAFFING $ PROFIT $ Organizational Structure DIRECTION Staffing follows the organization functions by filling, and keeping filled, every required position within the company. Decision Making and Problem Solving Two fundamental attributes of successful entrepreneurs...
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...Office Management lecturer to investigate and write a report outlining changes to the Classic Interiors organisational structure and practices and give recommendations that I find. This report was to be submitted by 16/10/2014. 3.0 Procedures The information shown in this report was gathered from: Office Management Student Pack Outcome 1 – Chris Kennedy 4.0 Findings 4.1 Levels of Decision making There are two important levels of decision making that Classic interiors can adapt to which are: 4.1.1 Strategic This level is for overall decision making e.g. long term basis. Strategic planning is a management tool that can be used to determine mission, vision, values, goals, objectives, roles and responsibilities (Idealist, 2014). Those who make these decisions are chair person, managing director or general manager, decisions made are to be confirmed in a document entitled a Strategic Plan. All the activities should be related to, generated from and support the Strategic Plan (Tutor Notes, 2014). At this level management are there to help an organisation do a better job to ensure that members of...
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...Three Core Process Model This model is use to understand and defined a balanced set of outcomes, these are patient’s clinical outcomes, the patient’s functional status satisfaction and cost of services. This processes is interrelated and a failure of one despite the success of the others is still an inefficient system. Take for example in the facility where I am currently working, in their effort to cut the cost of services, most of the time we function in a maximized environment where our staff carry the load of seven patients. Management is saving on the cost of staffing where as we all know that it is the highest cost of expenditures in any setting. This in turn causes a lot of grumblings and complains that will often lead to call-ins the next day which in turn causes the management to hire PRNs or Agency staffing which cost more, and worse patients suffer from it all because they do not get the best care since their nurses are just too busy to attend to their other needs. Staff knows the importance of keeping cost low, and if there are any efforts to reduced cost it needs clinician involvement to increase the likelihood of success because it is necessary to have decision-making processes that actively engage clinicians in change initiatives (Kelly, 2011) In the Concept to practice topic where managers try to assess and clarify their purpose, the question “what am I trying to accomplish?” is the first question and according to Kelly (2011), the answer sometimes leads...
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...ctions, planning, organizing, staffing, leading and control and how I incorporated them into my prior position at Cafe’s Incorporated. Examples of these five management functions will be explained in detail. This will show my experiences and knowledge used in this position, and how this company distributed their authority and utilized these functions. I use to work for Cafe’s Incorporated, a profit seeking organization, in Washington State, as a Store and restaurant manager. It is a simple structure business, but using a middle manager for each store, as well as the owners, or executives also and is also a fast paced restaurant that involves few managerial staff members. There was the owner’s, or the executive manager’s, the store manager or the middle manager then the assistant manager and kitchen manager, or front line manager’s. I reported directly to the owners, executive manager’s for all aspects of the business, and was responsible twentyfour hours a day for the store. As the Store Manager I was involved with all executive management, as well as front line management and all employee’s. I was responsible for assisting in planning aspects, such as strategic, tactical and operational goals, as well as tracking functions, structuring the environment and setting all expectations and development of all employee’s. [“Planning is a systematic process in which managers make decisions about future activities and the key goals that the organization intends to pursue...
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...International, USA Abstract If the volume of literature in the popular and practitioner press is any guide, practitioners in the field of human resources are now primarily in the business of talent management. But what is talent management and what basis does it have in scientific principles of human resources and management? In this paper we address this question by reviewing problems with the definition of talent management and the lack of data supporting many practitioner claims. We then outline research that supports a systemsoriented definition of talent management that focuses on the strategic management of talent. We then outline future avenues of research to further develop the field of talent management and tie it more closely to the large volume of work in strategic human resources management. © 2006 Elsevier Inc. All rights reserved. Keywords: Talent management; Strategic Human resources; Organization A casual review of the trade and popular literature on the topic of “talent management” (TM) would certainly lead one to conclude it is a popular and growing field. A search on the phrase “talent management hr” in late 2004 using a popular internet search engine yielded over 2,700,000 hits. One year later a search on the same term yielded over 8 million hits. Given the number of consulting firms engaging in talent management and the growing number of articles and books on the topic, one might also believe “talent management” to be a well-defined area of practice...
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...BUSINESS RESOURCE STAFFING NEEDS Objectives 1. Importance of staff 2. Determining Importance of staffing Staff is important to a business for the following reasons: 1. They complete the work that the business has been set up for. 2. They help each other when there is need to in order to complete certain task. 3. A business will have a variety so as to ensure smooth operation. 4. They make decisions that help them do the work within the business. 5. They play a public relation role as they represent the owner of the business to external stakeholders DETERMINIG STAFF LEVELS 1. The work to be done will dictate the number of staff needed, the higher the amount of work, the more the workers needed; however this may not apply for businesses that are capital intensive. 2. The skills of the workforce may mean that the business has fewer workers if they are multiskilled. However with limited skills can only perform a limited range of tasks meaning that the business will need more workers. 3. It may be expensive especially for small business to acquire the right workforce,, this may limit the number of staff it has. However businesses will be willing to pay huge sums in salaries to acquire the right staff. 4. Work with a dateline means that at the end of that period, the workers will no longer be needed; at the same time it may mean that a business has more for the duration in order to meet the dateline. 5. Bigger businesses can afford and may need more workers however...
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...training needs analysis data. It can identify and determine the solution of training for the employees within the organizations’ goals and objectives (Noe, 2013). An effective training needs analysis should also meet the employees’ job competency requirement needs by answering who, what when, and why as well as how. An effective performance management program is concerned with both effective employees and an equally effective organization. Performance management system is the process of motivating employees through setting goals, measuring programs, giving feedback, coaching for improved performance, and rewarding achievements (Phillips & Gully, 2012). The implementation of a positive performance management system program can promote an organizations’ strategic plan effectiveness. Once a performance management system is implemented, it will allow for manager and supervisors to foster open communication with their employees. This openness will result in a positive and productive working environment and conditions where all employees feel some value and respect as individuals and as a team. Job competency profile should be provided to each employee as well as discussed with understanding and knowledge (Denby, 2010). Managers, supervisors and employees should mutually agree to the specific, measurable, attainable, realistic, and timely (SMART) goals for the future after the training program have been implemented. Essentially, the...
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...The Recruiting Industry: Internet Staffing vs. Traditional Staffing The Recruiting Industry: Internet Staffing vs. Traditional Staffing Prepared By: Anthony Moy (amoy29@gmail.com) Jacquelyn Pope (easyon32@yahoo.com) Karishma Sajnani (ksajnani1@gmail.com) Koura Doumbia (kouradoumbia@yahoo.com) Roushan Chowdhury (roushanchowdhury@gmail.com) Twenika Huddleston (Twenika@yahoo.com) Prepared By: Anthony Moy (amoy29@gmail.com) Jacquelyn Pope (easyon32@yahoo.com) Karishma Sajnani (ksajnani1@gmail.com) Koura Doumbia (kouradoumbia@yahoo.com) Roushan Chowdhury (roushanchowdhury@gmail.com) Twenika Huddleston (Twenika@yahoo.com) Prepared For: Professor Battino HRM594 STRATEGIC STAFFING KELLER GRADUATE SCHOOL OF MANAGEMENT November 10, 2014 Prepared For: Professor Battino HRM594 STRATEGIC STAFFING KELLER GRADUATE SCHOOL OF MANAGEMENT November 10, 2014 Table of Contents Introduction 2 Approach 2 Focus 2 Recruiting Industry History 2 Strategic Staffing 2 Internet Staffing 2 Internet Staffing Methods 2 Traditional Staffing/Methods 2 Literature Review 2 Results/Recommendations 2 Conclusion 2 References 2 Introduction In today’s society, you will find that many organizations strive to discover the most efficient, effective way to successfully recruit the ideal candidate that’s a perfect fit within the workplace environment. This can be a daunting task within the Human Resources (HR) department should the appropriate factors...
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...Strategic Plan, Part III: Balanced Scorecard BUS/475 July 10, 2014 Forward The document relates to the methods which organizations use in creating as well as executing methods. Specifically this document would discuss the method of balanced scorecard or BSC method which is extensively getting used by big as well as small companies. To elaborate the concept papers would cope with the use of the idea to the business design of an organization known as Ace Gym. As soon as the organizations’ importance, objective, perception and profits are evaluated after that the strategic plan of balanced scorecard can be developed considering them. The document would also concentrate on the contingency planning, danger elimination and moral dimensions of the developed plans. The Balance scorecard The BSC method can be shown as a method which evaluates the efficiency of the company through four main areas i.e. economical, client, inner business procedures and research and development (Bergen & Benco, 2007). These four areas can be described keeping in consideration the organization’s (Ace Gym) objective, perception and value declaration as: 1) Financial Gym Ace would have to concentrate on developing a competitive edge for itself through allocation of correct adequate sources...
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...regardless of size of the company, industry, or state of the economy. “Having right people at right time at right place” is the key to the success of every organization. Therefore, recruitment and selection is considered to be the central function of Human Resources Management. Today more than ever, organizations, given the latest technology and physical assets, cannot compete without having its qualified, rare, and unique talent supply. Acquiring and optimizing a talented workforce is a strategic process that begins with planning and continues throughout the recruitment process. “Recruitment is a process of identifying and attracting a group of potential candidates from within and outside the organization to evaluate for employment.” It entails the use or specific practices, identifying barriers and means of successful recruitment and selection to hire the individuals with the right knowledge, skills, abilities and other attributes (KSAO’s) to get the job done and meet organization’s strategic goals. Selection begins once the pool of qualified candidates is in place. It includes collecting, measuring, and evaluating gathered...
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...new challenges and come up with ways in dealing with them. Some of these challenges include: job satisfaction, patient care, and cultural conflict. According to Naked Medicine and Smart Healthcare the human resources department plays a vital role in the healthcare industry, it does this by understanding the delivery of healthcare from the perspective of consumers, employees, payers, physicians and regulators. The human resource department works with all employees both new and existing, by helping them fully understand what is expected of them and what the overall goals are to ensure both patient and employee safety and satisfaction. As well as ensuring that employees follow both state and federal laws. The most common functions of the human resource departments is the hiring of all employees, helping the healthcare facility recruit physicians and nurses, new employee orientation, and work place safety. Recruiting and retaining quality staff is a national issue for all healthcare organizations, and transplant programs are also affected by this crisis. Human resources management is a key component to transplant administration. In today's environment, administrators need to adopt long-term strategic practices to recruit and retain quality staff. Maintaining adequate staffing levels means "thinking out of the box" and looking at human resources management at all levels of skill mix (Hauff, H. M, 2007). The human resource department also assist employees...
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...Aligning Human Resources & Strategic Plans John P. Righeimer Maverick Energy Contents Introduction……………………………………………………….pages 3-4 The Problem: HR is not aligned with strategic planning……….....pages 4-7 The Solution: Aligning HR with organizational strategy………....pages 7-12 Conclusion…………………………………………………………pages 12-13 References……………………………………………………….…page 14 John P. Righeimer Maverick Energy PH: 815-498-3855 2 Introduction Most organizations view the department of Human Resources (HR) as an administrative function and ignore the need and opportunity to align it with its strategic plans. In circumstances where HR is included in the strategy of an organizatio n, its alignment does not go beyond a forecasting function. The main reason that HR is not aligned with the strategy of an organization is that it does not hold a seat at the strategic planning table. The irony with HR being left of out of strategy planning is that by its nature, HR is about people, which is the core of an organization and its strategic plan. The HR function not aligned with an organization’s strategy. My hypothesis is that it is hard to measure HR success and thus it is considered “soft” and not important in the strategy development. What gets measured gets done and/or receives the authority to contribute to an organization’s strategy. HR is often viewed as the organization’s “cop”, ensuring that benefits are properly administered and hiring/firing is handled to the letter of the...
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...HISTORICAL EVOLUTION AND DEVELOPMENT OF HUMAN RESOURCES AND HR MANAGEMENT. BENSON MWENDWA WAMBUA KENYATTA UNIVERSITY D241/OL/CTY/7935/2014 BBA 032: FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT Abstract Introduction Human Resource Management is a business function, which manages, leads, facilitates and provides tools for the human capital management in the organization. HR sets strategic processes and procedures, runs difficult and complex communication campaigns as the organization attracts the best talents from the job market, retains them with the attractive compensation packages or it develops them in talent development programs. HR runs many processes, which are crucial for the modern organization. We cannot believe that the successful business could exist without the Recruitment and Staffing, Compensation and Benefits, Training and Development or the Leadership Development. However, in the past the companies did not use any of the HR value added processes. The story of Human Resources started as evidence of all employees. It dealt with issues and requests. Nothing more was expected to be delivered. The HR Management history is fascinating. The wars usually change the path of Human Resources in organizations and society. The evolution and background of HR Management It is a paradox of the human history that best things evolve. The history of the modern Human Resources Management is not a deviation from this general rule of the human history. However...
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