Health & Medical Question
For the Human Resources: Strategy and Competitive Advantage assessment you will develop a 3-5-page report that analyzes an organization's current workforce compared to predicted future needs. The report should also include an analysis as to how human resources can provide a competitive advantage.IntroductionWorkforce planning occurs when organizational hiring managers work alongside their organization's human resource department to forecast staffing needs and develop a plan to meet those needs (Longest & Darr, 2014). To support many of the initiatives identified via the strategic planning process, talent must be developed within the organization, or recruited into the organization. The planning process includes identifying the organization's talent needs, followed by an identification of the competencies, values, and behaviors required for effective performance. The workforce of the organization is often one of the largest competitive advantages the organization has and it must be valued, cultivated, and maintained.Human resource management is the process by which an organization identifies, selects, trains, and manages their workforce. Due to a shortage of health care professionals and clinicians, a significant challenge faced by health care organizations is attracting and retaining highly qualified and competent individuals (Healey & Marchese, 2012). Building and creating high performing teams is important, as the industry is in need of individuals who can overcome obstacles and respond quickly to the rapidly changing environment. Attributes of high performing teams include trust, accountability, communication, and collaboration (Hakanen & Soudunsaari, 2012). Developing and sustaining high performing teams requires human resource personnel to ensure effective strategies are in place to recruit and retain individuals who can meet the rigorous demands of the industry. An organization successful at creating these teams is capable of transforming themselves into a high reliability organization in which patients are treated and serviced with minimal compromise to quality or patient safety.ReferenceHakanen, M., & Soudunsaari, A. (2012). Building trust in high-performing teams. Technology Innovation Management Review, 2(6), 38–41.Healey, B. J., & Marchese, M. C. (2012). Foundations of health care management: Principles and methods.San Francisco, CA: Jossey-Bass.Longest, B. B., & Darr, K. (2014). Managing health services organizations and systems (6th ed.). Baltimore, MD: Health Professions Press.Demonstration of ProficiencyCompetency 2: Apply theories and best practices in human resource and workforce management to solve organizational issues in health care systems. Analyze the current workforce in comparison to the needs of the future.Describe ideal staffing plans for the organization based upon understanding of future needs.Explain implications for the organization's future if the workforce is unable to accommodate and support the needs of the organization.Analyze how human resources can be seen as a competitive advantage within the organization.Competency 3: Analyze the components of high performance teams to enable the achievement of the departmental strategic vision. Identify appropriate measures to evaluate and determine the success of the newly implemented staffing plan.Competency 4: Communicate in a manner that is scholarly, professional, and respectful of the diversity, dignity, and integrity of others and is consistent with health care professionals. Demonstrate effective communication through writing and proper use of APA style.Communicate in a professional and effective manner by writing content clearly and logically, with correct use of grammar, punctuation, and spelling.PreparationThis assessment is based upon the scenario presented in the Vila Health: Human Resources media simulation. Be sure you have completed this activity before you begin your assessment.It may be helpful to consider the following as you work through the simulation:What is the current state of the workforce in compare to the needs of the future in the simulation?What should be an ideal staffing plan to consider?How can human resources be seen as a competitive advantage within the organization?What could be the implications of not addressing the organization's workforce as it relates to its strategic goals identified for the future of the organization?What are three measures you would implement to determine whether the new human resource staffing plan has effectively met the needs of the organization?InstructionsHuman resources are those individuals with specialized skills and commitment to deliver health services. Strategic human resource planning enables organizations to support their master strategic plan by ensuring the organization is equipped from a human capital perspective to meet future demands. For this assessment, put yourself in the role of a leader at St. Anthony Medical Center. You are making a report regarding your observations and analysis in the wake of what happened in the Vila Health media simulation related to this assessment.This assessment can be organized into 2 parts:Part 1: Comparison of Current Workforce to Future Needs.Part 2: Staffing Plan and Competitive Advantage.Part 1: Comparison of Current Workforce to Future NeedsFor this part, present your analysis of St. Anthony Medical Center's (SAMC) current state and preparedness with regard to their workforce. Additionally, comment briefly on how this compares to the needs and gaps you noted in the media scenario.As you complete this part, it may be helpful to consider the following:What is the capacity now based upon current staffing?What is the current state of the workforce in compare to the needs of the future for SAMC? What issues will be caused by the difference between current and future staffing capacity?​Part 2: Staffing Plan and Competitive AdvantageFor this part of the assessment, you will present an ideal staffing plan based upon your analysis of the media simulation. Your plan should include measures that can be used to judge its success. Additionally, to help illustrate your plan's importance and benefits to SAMC, present a compelling argument about what impact it may have on the organization if your staffing plan is not adopted, as well as the benefits of creating a competitive advantage through human resources.As you complete this part of your assessment, it may be helpful to consider:What should be an ideal staffing plan to consider (more staff, less staff, or a diversified workforce, etcetera)? What can the future staffing model do for the organization?What three measures would you implement to determine whether the new human resource staffing plan has effectively met the needs of the organization?How might the organization be impacted moving forward if workforce issues are not addressed? How could this impact the organization's ability to meet strategic goals?What is a competitive advantage? How can human resources become an advantage for an organization within the industry?Additional RequirementsStructure: Include a title page, table of contents, and reference page.Length: 3–5 pages.References: Cite at least three current scholarly or professional resources.Format: Use APA style for references and citations. You may wish to refer to the following APA resources to help with your structure, formatting, and style: APA Style and Format.APA Style Paper Tutorial [DOCX].APA Style Paper Tutorial [DOCX].Font: Times New Roman font, 12 point, double-spaced for narrative portions only.Vila Health: Human ResourcesIntroductionEmergency RoomPICUHospital Conference RoomConclusionCreditsIntroductionHuman ResourcesSt. Anthony Medical Center (SAMC) is the third largest hospital in the Minneapolis-St. Paul metro area. Not only does SAMC serve as the main teaching hospital in the area, it also offers care to the community's most vulnerable populations, including low-income and uninsured residents.Like many hospitals across the country, nursing shortages and revenue shortfalls make staffing a particular challenge.Today, a chemical spill caused by a train derailment is highlighting some already tight staffing levels, and so are some other patient situations. Explore the various locations in St. Anthony Medical Center (SAMC), paying attention to how staffing issues are affecting the staff nurses and the nursing leadership.Emergency RoomCaleb Harvey, the ER nurse manager, has to address the apparent "turfing" of a pregnant patient by another hospital and other concerns during a very busy time.Caleb deals with staffing issues.Caleb Harvey, ER Nurse Manager: I called Ramona about getting more staff, but I had to leave a voice message. Until she gets back to me, Emilio, I need you to go with Dr. Cartwright to get Mrs. Kalombo up to Labor & Delivery. Tell Juan that I need him on triage until you get back. Victor is already on beds 1-4 and Juan can go back to covering 5 – 8 when you're back on the floor.Emilio Boggio, ER Nurse: Got it.Robert: Agreed.Nathan Cartwright: Emilio, they just called down from L&D, they're ready for us to bring her up.Sarah Kalombo, a patient who speaks French but not English, tries to make herself understood.Sarah Kalombo (Originally in French): Don't send me away again. I am not going to have this baby in the middle of the street. I'll push this baby out now if I have to. Don't send me away.Nathan Cartwright (Originally in French): Of course not. You need to stop pushing and try to relax. We need you to slow down and let your baby come in its own time.Sarah Kalombo (Originally in French): You won't put me out on the street?Nathan Cartwright (Originally in French): No. Of course not. What gave you such an idea?Sarah Kalombo (Originally in French): The others. At Regency Hospital. I told them I have no insurance and the doctor told me I had to leave and come here.Nathan Cartwright (Originally in French): He what?Sarah Kalombo (Originally in French): He said I wasn't ready, so I should come here. The nurse, she didn't agree, I could tell, but he said no, I was not ready and I had to leave.Nathan Cartwright: Caleb, this doesn't make sense to me. Mrs. Kalombo says that Regency sent her here when she told them she didn't have insurance.Caleb Harvey: Sorry, but I'm not shocked. Nathan, tell her she needs to stop pushing.Nathan Cartwright (Originally in French): Mrs. Kalombo, you need to stop pushing. I promise, we will help you deliver your baby, but try to not push.Caleb Harvey: Welcome to your first turfing. Now, go ask Maria where the heck the OB doc is. If we don't get this woman up to L and D quick, you're going to be doing your first delivery before you finish your first shift.
Informational MaterialsThe informational materials on the computer are optional, but will inform your understanding of the situation:Staffing Policy and ProceduresStaff Utilization MemoPICUThe PICU is experiencing an unexpected surge because of a train derailment, so Jackie Sandoval is looking for ways to best use the staff she has.Jackie explains how she is addressing acuity and patient load.Jackie Sandoval, St. Anthony Medical Center's Chief Nursing Officer: Okay, I've pulled three beds from med-surg to handle the pediatric overflow. We've already transferred two patients from pediatrics to med-surg, so once we get that last patient transferred you should have three pediatric beds to move Dr. Adams' patients out and make room for any new admissions from the ER.Staffing is extremely tight. Once you move those three kids out to pediatrics, your acuity should drop somewhat. How does your staffing look?Phoebe Hemsworth, PICU Nurse Supervisor: We're short 2 nurses for evening and 3 for the night shift. I've called everyone in who's available, but we're still short. And that nurse you sent up from med-surg took one look around and left. She said she wasn't trained for this kind of work and didn't feel comfortable accepting the assignment—particularly under these circumstances. Can you get somebody with PICU, or even just ICU training?Jackie Sandoval: I'm sorry about that! I thought Anita would be fine up here. I'll see what I can do. Have you heard anything from the ER regarding possible new admits to PICU?Phoebe Hemsworth: I've only heard of one possible admit so far… maybe coming up in 15 minutes or so. We may be catching a little breathing room.Jackie Sandoval: I wouldn't count on it. There were three ambulances on the way in when I came up here. Let me touch base with them... Wait a sec. I've got a text from med-surg. Let me call Mary and see what's up.Phoebe Hemsworth: Sure. I'll give the ER a call and see what's pending.
Informational MaterialsThe informational materials on the computer are optional, but will inform your understanding of the situation:Staffing Policy and ProceduresStaff Utilization Memo
Email to the Nurse ManagersTo: SAMC *Nurse Manager ListFrom: Jackie Sandoval, Chief Nursing OfficerSubject: Scheduling for All ShiftsGood morning,Please review your staffing for the next three shifts and let me know if you have any room for me to make shifts available to the three units that are currently very short-handed (ER, PICU, and Adult ICU).Use the ANA Staffing Utilization guidelines as much as possible, but remember that we are dealing with surge conditions.Thank you for your help!Email from Ramona Mitchell to Phoebe HemsworthTo: Phoebe HemsworthFrom: Ramona MitchellSubject: FW: Scheduling for All ShiftsGood morning,Phoebe-I just spoke with Jackie and we're still trying to get you some help for the remainder of this shift and for the evening shift. Anita Hanson is on her way over. She was assigned to med-surg and floats to the ER on occasion. I think she'll be fine.Hospital Conference RoomIn a Hospital Conference Room, the leadership discuss the staffing and language issues that hospital employees are struggling with.Jackie tries to explain the organizational problems that are impeding quality care at the hospital.Jackie Sandoval, Chief Nursing Officer: I've got some issues that are really dragging us down. Which do you want to talk about first?George Fink, Director of Clinical Operations: Let's start with staffing—where are we? We should be better off once all the chemical spill patients are stabilized, right?Jackie Sandoval: Well, the spill caused a surge in patients, but I want to make something very clear: Even if it hadn't, we still would have been stretched thin. I called in additional staff for most of the units today, but I've had to do that several times in the last few weeks. Even before the chemical spill, I had to pull 3 beds in med-surg for pediatric overflow because we're short on pediatric nurses. Acuity is up on all units and we have 23 beds left.George Fink: Sounds like you have a pretty good handle on it.Jackie Sandoval: For now, yes. But we regularly exhaust the PRN nurse pool, and I've been leaning heavily on the temporary staffing agencies in the area for months. It is just not enough. We could and probably should look into identifying nurses and health care staff from other facilities who could come over and help in crisis situations like this, but I'd argue that that's a good strategy for emergency conditions. We need more resources during ordinary conditions!Geoffrey Vaughn, President and CEO: Well, I don't know. Budget for new staff isn't really available right now. The staff for the new diabetes outpatient center added considerably to our payroll outlays, and I'm not sure what we can do.George Fink: In theory, shouldn't that center and others like it lighten the load at the ER? I think that was part of the rationale for shifting budget over to the center in the first place.Jackie Sandoval: In theory, yes, but I don't know. The diabetes center doesn't keep ER hours, does it? People will continue to come to us when the center isn't open or available, and patients with diabetes-related symptoms are only one segment of our overall traffic.George Fink: Well, and there's also a pretty long wait time for appointments at the center. We're up to our elbows in baby boomers with chronic conditions in this city!Jackie Sandoval: Exactly. And if those people are waiting for an appointment and have foot problems or other associated conditions, they're coming to the ER. Not to mention things like DKA or a stroke!Geoffrey Vaughn: That's not good. We don't want to lose business to other hospitals in the area because the center is understaffed. Or is this a capacity issue?George Fink: Good question. I don't know whether the center is operating at peak capacity, or if there's space that's going unused because they don't have the staff yet.Geoffrey Vaughn: All right, so what's the language problem?Jackie Sandoval: Yes… it's always a problem; it's one of our weakest areas, quite frankly. CLAS guidelines are perfectly clear, but we still run into problems with LEP patients. Last week we had an elderly Hmong woman who had her grandson interpreting for her. The problem was that she was presenting with gynecological issues—she didn't want to be examined in the first place and both of them were embarrassed and were unwilling to actually say what was going on. Juan offered to page the interpreter, but she insisted that she wanted her grandson and since he wasn't a minor, we had to accept her wishes.We got lucky with a patient who was about to give birth – she spoke French and so did the nurse. But today we're getting a flood of calls from Regency, and Maria is the only admin person who speaks Spanish. She's getting pulled in twenty different directions. Obviously, I can help with some things, but …Geoffrey Vaughn: Do we have a process in place for finding interpreters?Jackie Sandoval: Yes, but what we need is an aggressive effort on hiring multilingual nurses—particularly for our Hmong and Somali populations. Those are two groups that are really not being well served.George Fink: Are there that many multilingual nurses out there?Jackie Sandoval: I don't know. We would find out if we made a point of hiring them, though.Geoffrey Vaughn: Do you mean hiring to replace, or new hires? Like I said earlier, we may or may not have any budget for that.
Informational MaterialsThe informational materials on the computer are optional, but will inform your understanding of the situation:Staffing Policy and ProceduresStaff Utilization Memo
Email from Geoffrey VaughnTo: Owen WelchCC: Jackie SandovalFrom: Geoffrey Vaughn, President and CEOSubject: Staffing analysisOwen,We need to take another look at staffing numbers. I don't think we have a handle yet on traffic at the ER and our outpatient diabetes center. We've got some high temp staff usage at the ER and a long wait at the center, so an analysis of our projections and how they're matching up with reality is in order. How quickly can you get this done?– Geoffrey
Email from Jackie SandovalTo: SAMC *Nursing StaffFrom: Jackie Sandoval, Chief Nursing OfficerSubject: CLAS Standards and Cultural CompetencyEveryone:Please remember that quality health care depends on clear communication. Both from the standpoint of delivering the highest quality care and of liability, we need to be consistent in providing culturally competent care, particularly in terms of the right of our LEP patients to interpretation services.If you are unsure about how to provide culturally sensitive care or how to obtain interpreter assistance, please review the CLAS standards and the appropriate sections of the hospital policy and procedures manual. If those don't answer your questions, please meet with your nursing supervisor.
Email from Jackie SandovalTo: SAMC *AllFrom: Jackie Sandoval, Chief Nursing OfficerSubject: Hospital InterpretersEveryone:In light of several recent incidents, it is clear that we need to increase our readiness to better serve our LEP patients. Many of our employees could help with this effort by self-identifying their proficiency in languages other than English.We will soon be sending out a survey to determine which staff members have proficiency in languages other than English. Please fill it out and return it as soon as possible, so that we can work toward providing better care for all of our patients.Thank you for your assistance.ConclusionYou have visited all the locations in this activity. You may revisit the locations or you may leave Vila Health and return to your courseroom.Human Resources: Strategy and Competitive Advantage Scoring GuideCRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED Analyze the current workforce in comparison to the needs of the future.Does not describe the current workforce in comparison to the needs of the future. Describes the current workforce in comparison to the needs of the future.Analyzes the current workforce in comparison to the needs of the future.Models the current workforce in comparison to the needs of the future providing rationale for the variation. Describe ideal staffing plans for the organization based upon understanding of future needs.Does not define ideal staffing plans for the organization based upon understanding of future needs.Defines staffing plans for the organization based upon understanding of future needs.Discusses ideal staffing plans for the organization based upon understanding of future needs.Explains ideal staffing plans for the organization based upon understanding of future needs supporting ideas with models from the literature. Identify appropriate measures to evaluate and determine the success of the newly implemented staffing plan.Does not list appropriate measures to evaluate and determine the success of the newly implemented staffing plan.Lists some measures to evaluate and determine the success of the newly implemented staffing plan.Identifies appropriate measures to evaluate and determine the success of the newly implemented staffing plan.Explains appropriate measures to evaluate and determine the success of the newly implemented staffing plan. Explain implications for the organization's future if the workforce is unable to accommodate and support the needs of the organization.Does not describe implications for the organizations future if the workforce is unable to accommodate and support the needs of the organization.Describes implications for the organizations future if the workforce is unable to accommodate and support the needs of the organization.Explains implications for the organizations future if the workforce is unable to accommodate and support the needs of the organization.Analyzes implications for the organizations future if the workforce is unable to accommodate and support the needs of the organization. Analyze how human resources can be seen as a competitive advantage within the organization.Does not describe how human resources can be seen as a competitive advantage within the organization.Describes how human resources can be seen as a competitive advantage within the organization.Analyzes how human resources can be seen as a competitive advantage within the organization.Analyzes how human resources can be seen as a competitive advantage within the organization and provides examples. Demonstrate effective communication through writing and proper use of APA style.Does not demonstrate effective communication through writing and proper use of APA style.Demonstrates communication through writing and use of APA style with few errors.Demonstrates effective communication through writing and proper use of APA style.Demonstrates effective communication through writing and proper use of APA style with no significant errors, and supports analysis. Communicate in a professional and effective manner by writing content clearly and logically, with correct use of grammar, punctuation, and spelling.Does not communicate in a professional and effective manner by writing content clearly and logically, with correct use of grammar, punctuation, and spelling.Communication is not consistently professional, clear, and logical, or errors in the use of grammar, punctuation, and spelling, or the writing distract from the message.Communicates in a professional and effective manner by writing content clearly and logically, with correct use of grammar, punctuation, and spelling.Communication is professional, effective, and insightful; content is clear, logical, and persuasive; grammar, punctuation, and spelling are without errors.
