Introduction
Texas Health Resources is a well-known healthcare institution that prioritizes giving its patients high-quality care. In my capacity as this organization’s HR expert, I would begin by assuring the effective selection and staffing of qualified personnel who comprehend the mission and vision of the hospital. Achieving the objectives of the company also depends on improving staff capabilities and preserving good employee relations. Texas Health Resources’ HR department must prioritize effective hiring and staffing of qualified people if it is to meet its existing goals. The first step in this process is to determine the precise roles and responsibilities required to meet the organization’s goals. The hiring procedure can start when those jobs have been defined.
Discussion
The selection procedure needs to be supported by rigorous evaluation criteria that center on the information the hospital needs, communication abilities, in-depth familiarity with the position, and the applicant’s ethical history. Setting up an effective recruiting and selection procedure that makes use of behavioral and situational interviews, reference checks, and assessment centers may help achieve this. In order to prevent negative effects on the health industry, it is crucial to make sure that open jobs are filled with qualified individuals.
It is essential to give appropriate onboarding and training to the chosen and hired candidates. They will have a better understanding of the organization’s principles and culture as well as their position and duties as a result (Greenfield et al., 2019). Because the hospital sector deals with people’s lives, effective selection and staffing philosophies are essential. The correct personnel is essential to guarantee that the workers may experience artificial pleasures while adhering to the laws of lifesaving.
Moreover, Texas Health Resources must focus on improving personnel abilities if it is to meet its objectives. Performance management is one method for achieving this. Setting specific performance goals, giving frequent feedback, and creating personalized growth plans are all part of performance management. The HR department may receive input on the areas that require fine-tuning and concentrate on such areas inside the hospital to make them functioning by holding regular meetings with the management and staff.
A career development matrix and a tuition reimbursement scheme can be used in addition to performance monitoring to encourage personnel to pick up new skills and knowledge. By assuring a highly qualified staff, this not only helps the employees but also enhances the performance of the hospital as a whole (Greenfield et al., 2019). Achieving Texas Health Resources’ objectives also depends on maintaining good employee relations. Employee conflict tends to lower productivity both within and outside the office. In my role as the HR professional, I will make sure to keep good employee relations in order to raise morale at work, prevent conflict at work, and boost productivity (Pariona‐Cabrera et al., 2020). This may be done by establishing the tone from the moment an employee is hired, exposing them to excitement. Letting the personnel feel appreciated once they are integrated into the hospital can help them get along well with the current workers. Employee relations may be improved with positive feedback by letting them know they are appreciated (Saw et al., 2019). Hospital staff members may be shown appreciation by being publicly recognized for their achievements and for the wonderful work they accomplish.
Conclusion
In conclusion, the healthcare industry is important, yet reaching healthcare objectives is challenging. Texas Health Resources is no different, and in order to meet its healthcare objectives, the HR department must take the appropriate actions. Some of the crucial actions that the HR department has to conduct include performance management, employee relations, and efficient hiring and staffing. In order to achieve healthcare goals, it is crucial to use thorough evaluation criteria, allocate jobs that are most suited to skill sets, have frequent performance management meetings, and recognize reward behavior.
References
Greenfield, D., Lawrence, S. A., Kellner, A., Townsend, K., & Wilkinson, A. (2019). Health Service accreditation stimulating change in clinical care and Human Resource Management Processes: A study of 311 Australian hospitals. Health Policy, 123(7), 661–665. Web.
Pariona‐Cabrera, P., Cavanagh, J., & Bartram, T. (2020). Workplace violence against nurses in health care and the role of Human Resource Management: A systematic review of the literature. Journal of Advanced Nursing, 76(7), 1581–1593. Web.
Saw, Y. M., Than, T. M., Thaung, Y., Aung, S., Wen-Shuan Shiao, L., Win, E. M., Khaing, M., Tun, N. A., Iriyama, S., Win, H. H., Sakisaka, K., Jimba, M., Hamajima, N., & Saw, T. N. (2019). Myanmar’s human resources for Health: Current Situation and its challenges. Heliyon, 5(3). Web.
