Currently, the nature of health care industry is distinct from what it used before the transformation due to various reasons, including patients’ expectations and the need for better health care (Vogus & Mcclelland, 2016). Due to these reforms, health care workers have become more keen and responsible when carrying out their duties to provide quality services for value. However, health human resources managers are becoming stressed out due to the growing competition as they have to deliver excellent results to people they serve which means employing extremely qualified employees.
As patients’ expectations increase, the provision of quality health care becomes a more complex task as resources proceed to reduce. Therefore, the hospitals are shifting from the usual traditional approaches know as volume to value- based care where patients are treated based on the amount of money the pay. This reform has however allowed hospitals to improve the quality of services as someone is responsible for resources being used.
It can be said that the changing nature of workforce demands has been a complex and challenging time in HR, thereby, causing some implications on health human resource professionals. Firstly, they need to understand the changing nature of the employees, including understanding the main characteristics and qualities of different segments of workers. Secondly, the HR professionals have more choices to make in regards to growing and implementing organizational talent strategies. Thirdly, HR leaders have to take the lead in rising unique and convincing employer brands. Finally, health human resource practitioners must be persistent in selling and demonstrating the importance of HR to the overall management by focusing on administration and operations as opposed to strategy (Flynn, Mathis, Jackson, & Valentine, 2015).
Equally, competition for quality employees has several impacts on health human resource managers (O’Dell, 2014). The most important of them all is that new leadership skills will be required to design new strategies of attracting only the most qualified health care workers. Also, the HR managers must be familiar with and proficient at using leveraging analytics to assess individual and team performance and make better hiring decisions.
References
Flynn, W., Mathis, R., Jackson, J., & Valentine, S. (2015). Healthcare human resource management (3rd ed.). Boston, MA: Cengage.
O’Dell, G. J. (2014). Take a look at how market forces will impact health care. Hospital & Health Networks. Retrieved from http://www.hhnmag.com/articles/4012-take-a-look-at-how-market-forces-will-impact-health-care
Vogus, T. J., & Mcclelland, L. E. (2016). When the customer is the patient: Lessons from healthcare research on patient satisfaction and service quality ratings. Human Resource Management Review, 26(1), 37-49. doi:10.1016/j.hrmr.2015.09.005
