An Overview of the Process and Steps

An Overview of the Process and Steps

Human resource planning involves assessing organizational needs and designing strategies to meet an organization’s labor needs in an effective and sustainable way. This means looking at the needs of an organization both in the long term and in the short term in order to introduce feasible solutions that will ensure the organization to remain in business. The first step of the HR planning process involves assessing the needs of the company or rather, identifying and defining the company’s HR objectives. This implies looking at what an organization aims to achieve with respect to its HR department. Once this is established, the company has to analyze its existing human resources approach and assets. It had to assess the relevant skills a company currently has and identify other skills the company might need in the future. Moreover, a company has to plan a way to get to its desired level of organizational knowledge. All these components have to be considered when analyzing the company’s current HR status. Finally, there is a need to assess the company’s working HR approach. This approach helps the organization to find any possible weaknesses that need to be catered to in the next HR approach.

Recruiting involves creating a job description and then finding the right person to fill the stated position in memo writing help . This implies that at the core of an effective recruitment lies a well aforethought job description that will guide the company to the right job candidate. Job descriptions also enable companies to be able to classify the position accurately along with its pay package for easier and adequate communication with the selected recruits. Once the recruitment is done, there is a need to plan the interviews. In this case, interviewing involves understanding the details of the job position in order to establish the right skills set. This often implies that the HR team will not be looking at the candidate’s resume but rather at his/her interpersonal skills and motivation depending on the applied position. Without the right job description or defined skills sets for the position at hand, interviewing a job candidate may be vague and, thus, fruitless.

The selection part of HR is about making the cut after the interview process. This implies narrowing down the criteria for qualifications based on the organizational needs with respect to the job position offered. In this case, the HR team needs to be very clear on the needs of the organization in order to find the most suitable candidates. This process usually involves intense discussions about the pros and cons of each individual candidate with respect to the HR’s needs and expectations. The hiring part then involves making the final decision after a careful contemplation of what the qualified candidates have to offer. Hiring a new employee implies going over the required terms of employment and being sure that the candidate is willing and able to agree to the terms of employment. At this stage, extra skills and strengths are a major advantage for any candidate and eventually also for the company.

Comprehensive Strategy for Training New Employees

The induction of the new employees involves training regarding the organizational operational philosophies. This means that while there may be a need to emphasize on the evidence based practice and other industry-wide policies, which are reinforced within the organization, the most important lessons here are concerned with how things are done within the organization. This means that each organization needs to use its own blueprints when training new employees. A comprehensive strategy in this case has to involve five simple steps. First, the new employee needs to observe the work that is being done within the organization. Secondly, they have to learn from their observations. Then, they should practice what they have learnt by taking time to perform tasks, preferably with supervision. The fourth step is getting a mentor to shadow within the organization and finally, the new employee can prove his/her worth to the company. This means that in order to prepare the new employees, the company cannot afford to rush. Moreover, the company has to ensure that these new recruits know exactly what they are supposed to be doing within the organization. This is because employees who know their specific roles are more likely to focus on the right things during and after the induction training process.

Another important aspect to consider is training strategies, which should be aimed at motivating the employees to learn key characteristics of their new jobs. Employee motivation is a very important factor that needs to be thoroughly covered by the HR planning process. There are about three ways to keep new employees motivated. These include positive reinforcement to encourage high expectations, proper goal setting in order to evaluate progress regularly, and the inclusion of events and extra-curricular activities into the training process to get them bonding and to allow them appreciate their new work environment as well as co-workers. The idea here is to ensure that the new employees are challenged but also encouraged at their new jobs.

Employee Motivation

Healthcare personnel, like any other employees, have to be motivated in order to work effectively and at full capacity. However, motivation within the healthcare sector is not as simple as giving everyone a bonus at the end of the year. Medical personnel often require recognition and positive reinforcement; they need appreciation for their efforts and a chance to grow their careers. This means that they must be considered as medical professionals rather than general employees in any other field of work. Relevant instructional strategies in this case include teaching the HR team to identify potential motivators for specific professionals within the given healthcare organization. What may work with a nurse in palliative care may not necessarily work with a geriatric physician and vice versa. Concerning resources, HR managers will need to apply their own emotional intelligence and interpersonal skills in order to understand the employees. As such, the required resource here is leadership. To determine success, this management team should be able to identify a motivating factor for a number of staff members based on their interactions and performance appraisals of the targeted members. Managers who are able to improve the performance of their employees are the ones who can be considered as most successful in this case.

Employee Retention

Training new personnel in healthcare is a great challenge considering how busy healthcare facilities get and that they usually run on fixed budgets that limit their ability to handle extensive induction training. This means that a good HR strategy in healthcare is to enable organizations to retain most, if not all of their employees. Retaining employees is about motivating them and keeping them happy. The instructional strategies involve identifying employees’ needs and expectations and trying to meet them. The managers will have to learn how to manage and develop talent, how to help the employees with personal and career development goals and how to find a common ground that will enable the employees to work towards the same goals and aspirations as the organization in question. This implies looking for transformational concepts in their leadership style and using them to help the managers focus on the needs of the employees. Relevant resources here will also be mainly borrowed from organizational leadership and management. The teams need to understand that they are valued by the organization. This is the only way to get them to stay in the company for a long term. The evaluation criteria for determining success is simple. Managers who are able to reduce the employee turnover rates within their departments have succeeded. As for the training program, success will be indicated by the people-oriented management style aimed at improving relationships and careers within the company.

Employee Engagement

An engaged employee is probably the best asset a healthcare organization can have. However, in order to get employees engaged, the managers have to understand the meaning of having engaged employees. Employee engagement implies the fact that the employees do not require extrinsic motivation to do their best. It means that employees will not only focus on their patients but also on their colleagues. Moreover, the employees will not require supervision under any circumstances and they will always be willing to go an extra mile concerning their work. In a healthcare setting, it means that they will even find the time to check up on their patients once they are discharged. Employee engagement implies making employees an actual part of the organization, usually by assuring them that they matter and that their input is valuable to the welfare of the organization.

Usually, encouraging employees to be a part of the company does not necessarily involve good compensation. It is more about the relationships formulated within the organization in question. Instructional strategies here should focus on interpersonal relationships and emotional intelligence. The managers need to be able to convince the employees that they are an important part of the organization. Resources, in this case, can also be borrowed from leadership and organizational management with an emphasis on the people-oriented approach. To evaluate the strategy, it will be important to assess the abilities of the trainees to inspire the employees to become a part of the organization and not just employees. HR managers who are able to practice employee engagement often have low turnover rates, low absenteeism and generally higher productivity. Their employees are also happier and more fulfilled with work as they have better relationships in their workplace.

Recommendations

Effective HR management in healthcare often requires an explicit understanding of healthcare settings and contexts. This means that an induction process for HR management trainees, in this case, will require an actual observation period during which the new recruits are expected to watch and learn. Generally, new employees should never be rushed into active duties without adequate supervision. This implies that while on-the-job training may be less costly, it may not be effective unless implemented under a mentorship program where the new employees will be shadowing experienced employees until they can prove that they have learned everything regarding how the organization works.

About the author: Olivia Onil is a master in English philology and literature at California University. Olivia is currently working as one of the best writers at the ExclusivePapers.net She also studies feminine psychology.