Hospital Emergency Department interview, with the Human Resource Director, Mr. Vin James of Mondelez International.
ME: Hello Mr. Vin, I am a student at University of Phoenix and I am requesting you to assist me in finding some information on the Emergency Management Department in your hospital.
Vin: Yes please go ahead,
Me: tell me about the emergency management department in your hospital and the facilities in it.
Vin: Our emergency department also referred to as casualty department or accident and emergency (A&E) is a medical treatment facility in our hospital that serves as a special wing. It is an exceptional department that specializes in heightened care of patients who present without earlier appointment by ambulance or by their own means (Hayes, 2009, p. 45). Our emergency department operates 24 hours a day majorly because of the unplanned nature of patient attendance. The department provides preliminary treatment for a broad range of injuries and diseases some of which require immediate attention or may be life-threatening.
Me: What type of work is done in the department and with the facilities in it?
Vin: A typical hospital today has its emergency department in its own section mostly on the first floor of the campus and with its own fixated entrance. Hospital emergency management is majorly a continuous process that requires the seamless integration of response and planning efforts with national and local programs. There is a key section in the operation department known as a triage that prioritizes on cases based on clinical need. It is basically the first stage where the patient passes through. It also has a brief assessment that includes the assignment of a chief complaint and a set of important signs such as difficulty in breathing, chest pain and abdominal pain. Most emergency departments have this section specially dedicated to performing nothing put triage role.
Me: Now, what could you say is informative and interesting about this department in your hospital?
Vin: There is a resuscitation area also known as Resus or Trauma a vital area in the department. It is the area in which injured and serious patients are dealt with. It contains staff and equipment required for tackling critical and life threatening injuries and diseases. This section has typical resuscitation staffing that involves an attending physician MD or DO and two nurses with advanced cardiac life support and trauma training. These personnel could be assigned for resuscitation coverage or for the entirety of the shift if there is a critical case presenting itself through an ambulance or a walk-in triage.
Me: As the human resources director, what is your primary responsibility in this department?
Vin: In my position as a human resource director, I have two key functions: managing employees and overseeing department functions. For this reason I must be well-versed in all disciplines in the human resource such as benefits and compensation, development and training, recruitment and selection as well as employee relations. Among core competencies I that I possess are: decision making capabilities and solid communication skills that are based on critical thought processes and analytical skills. As the director, I have functional and strategic responsibilities for all the human resource disciplines.
Me: To this point, what was your career path?
Vin: Back in my home State of Ohio, I grew up having the passion of exploring and managing and what I particularly remember most was a career’s day at school. This is where I discovered that my mathematics teacher had previously been in human resource in one of the leading firms in my hometown. Sometimes in lower grade we visited a factory and this was my first experience and all these encounters of the Human Resource struck a very early chord. As I furthered my education, I studied statistics with a plan to become an analyst and until later on, it proved that it really was not what I wanted to do. I therefore looked more closely at Human Resource and realized that my degree in statistics was a very useful route; it has over the years proved to be very useful in my entire career.
Me: What are the educational requirements for this position?
Vin: Human resources directors are typically required to hold at least a Master of Health Services or a Master of Healthcare Administration. These are coherent programs that combine public health training and business administration covering topics such as health organization management, human resources management, health care policy development, public health administration and financial management (Shiver, 2009, p. 185). Other master’s degree programs for persons with adequate experience could lead to a relevant career in hospital administration.
Me: Did your education adequately prepare you for various facets of your job?
Vin: Good question, yes I could say it really did because much of what I do in my line of work in much related to what I did in school. Managing and overseeing daily operations in the emergency department doesn’t come as a surprise. I have had good experiences before that enable me tackle facets equally. Moreover, my background in managerial skills is much more applicable in my position at the moment as I am able to handle a lot.
Me: What educational preparation would you recommend?
Vin: For one aspiring to be a human resource director, I would recommend that they get good managerial skills which entails decision making and staff management. Acquisition of this skill will give one an added advantage as they would tackle managerial issues and operation much better than those without.
Me: What is similar positions like in other organizations?
Vin: Various organizations have many departments that are assigned professionals. These organizations have managerial positions that are set to monitor operations in those organizations. For instance, in factories, an operations manager is responsible for all operations within the factory just like a human resources director in an emergency management department is responsible for operations, training and recruitment of staff.
Me: In your position what is the most important attribute for success?
Vin: In my position everyday is more or less a challenge. I face many challenges but that is what builds me and makes me stronger. Therefore, my biggest attribute is committed and full dedication to work, staff and the entire organization. These two are key determinants of the entire the organization’s operation and success.
Me: How do you see this position seemingly adapting to changes in health care?
Vin: Human resources director position is quite significant in all operations of the hospital. It’s a dynamic department that entails the man power and staff operation, training and recruitment. Therefore, it depicts ongoing changes in this environment are in favor of the human resources department as it deals and engages with people all always. It therefore would adapt pretty well keeping in mind that involved parties are updated with what is currently in the market and trending (Reilly, 2011, p. 815).
Me: How do you interact with others in the environment?
Vin: As human resources director, I have the ultimate responsibility to preserve the employer-employer relationship majorly by designing an employee relations strategy that is successful. This strategy will also ensure that all employees are free from harassment and discrimination and have a conducive environment. I resolve employee complaints and conduct workplace investigations. Close to that, I often contact for legal counsel particularly in risk mitigation activities.
The above interview coherently states and identifies the role of a human resources director in respect to the emergency management department. The human resources director is responsible for a big chunk of activities and operations in the section. He establishes necessary skills and manpower and also oversees all set features and task of the hospital department. It is therefore a key position involving people, skills and manpower in all operations of the emergency management department.
References
Hayes, D. K., & Ninemeier, J. D. (2009). Human resources management in the hospitality industry. Hoboken, N.J: John Wiley & Sons.
Shiver, J. M. (2009). Optimizing Emergency Department Throughput: Operations Management Solutions for Health Care Decision Makers. Hoboken: CRC Press.
Reilly, M. J., & Markenson, D. S. (2011). Health care emergency management: Principles and practice. Sudbury, Mass: Jones and Bartlett Learning.
