“You can’t build a reputation on what you’re going to do.” ~~ Henry Ford (1863-1
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“You can’t build a reputation on what you’re going to do.” ~~ Henry Ford (1863-1947)
Strategic leadership is essential to a firm that wants to stay competitive and successful. The leader must have a vision. Strategic planning is an element of planning for the future and being innovative in the field. Along with goals for the future, the right staff needs to be in place to move the organization forward. Financial viability also must be kept in mind to stay solvent and provide the services needed in the community served. All of these elements fall under a leader’s strategic responsibility to anticipate change before it occurs. As a healthcare leader, you want to make sure the correct staff is in place. When it’s determined that new services are needed you want to make sure that any new staff required to achieve the strategic goal are anticipated and sought. For example, an institution might decide to open a skilled nursing facility using a wing that is not busy and needs to serve another purpose. Data shows such a new service will be needed in the future as baby boomers are retiring. Part of that new service may need a licensed administrator to be on board to set up the process and run the operation in the future.
As another example of strategic staffing, perhaps an institution wants to hire a RN First Assist to work in surgery to help the surgeons further in their work to serve patients and expand services. An RN First Assist is a specialized nursing position that has achieved additional training and has an expanded role in operating nursing. There are approximately 1500 RN First Assist staff working in the USA. What if this particular resource is needed for a rural hospital? Do you consider training your own? You might do a direct mail piece to specifically target this needed specialty. To do this, you could buy an ad in a nursing magazine that permitted you a one-time use to buy labels for those with this specific RNFA certification to send a pamphlet to their home. This is targeted recruitment. While the ad in the magazine might result in only 1-2 contacts of interest, the direct mail piece that you printed on teal colored paper on one sheet with a simple operating room graphic drawing that contains the specifics on the opportunity can result in 40 contacts who are interested in learning more about the position. The surgery director will go through the candidates and pick 3-4 of the top candidates to consider further. The first top candidate is invited for a site visit to meet the staff, see the area, learn more about the job and have an interview. Expenses are paid by the institution for this interview so it is cost effective to only consider a few top candidates who have been screened on the phone as well as had prior back ground check performed after written permission was obtained. This scenario occurred at a hospital in southern California some years ago and the top candidate said it was her “dream job” and was successfully recruited.
It is common for new physician recruits to leave on average after about 2.7 years as something did not meet their expectations. Therefore, if a healthcare institution recruits physicians, they are not considered to be “recruited” until they have remained in the practice area for three years. It can take more effort to recruit the spouse of a physician candidate than the doctor. The spouse will influence whether the physician is happy in the community so you want to ensure the fit is good for the spouse as well. You want to have a good fit for the physician to the community they will serve in their practice. Having family in the area creates a stronger bond to it for the physician and spouse. As a leader you want to make sure you honestly describe what the job entails and what to expect from the institution. Oftentimes recruits in various healthcare positions leave because they don’t believe their needs are being met. It can be good to have a “buddy” when a key new staff position is on board to help introduce them and ‘root’ them in the community with activities they have in common the first year they are on board. The “buddy” should be someone that has similar and common interests to the new recruit. The “buddy” might have dinner with the new staff member and do other activities separate from work that both enjoy, such as golf. The “buddy” arrangement should be in place for a year to ensure the new recruit is comfortable living and working in the community. A friendship is likely to be built with such an arrangement with the “buddy” to acquaint the new recruit to the area. As a recruiter it is good to follow-up occasionally to make sure the new recruit does not have any issues (such as a new physician needing a key to the locker in the surgery room where they work) to help make the transition as smooth as possible.
Some institutions use outside recruitment firms. An outside recruiter can be very costly and you might have to pay up front. Once they recruit they usually are not in further contact on how the new recruit worked out; it can be important to have a clause if the person recruited does not work out in six months that the outside firm would have to re-recruit at no additional charge. The outside firm must also be accountable for doing proper background checks. It can be advantageous to use an in-house recruiter. One advantage is that your staff knows the institution in depth and can accurately portray the institution and the area to a candidate.
Recruitment is often 60% about the area and 40% about the job position. You are recruiting to the “community” and want a good match who will want to stay. Such duties can be added to a manager or leader’s responsibilities even if only needed on a part-time or occasional basis for hard-to-recruit positions such as physician specialties needed or allied healthcare professionals. Such individuals given recruitment responsibility may even help recruit chief executive officer candidates if needed and work with a board committee for recruitment.
Strategic staffing has a connection with recruiting honestly and strategically. For example, if someone enjoys boating and wants to do that activity and live on the beach you would not want to recruit them to a desert area that does not have such facilities close by. They will want to relocate later so you have not retained them. You want to recruit to retain!
A leader is a key player in organizing and participating in strategic planning for an institution. Strategic planning is essential to assess where a firm is and where it wants to go to stay competitive in the industry. Often strategic planning takes place on an annual basis. It might occur over one day or several days. On some occasions it may occur over several weekends. In a healthcare institution, strategic planning usually comprises the board of directors, chief executive, senior management, and sometimes the medical staff. At times other parties such as public, middle management, or auxiliary may be involved in the process to gain additional input.
Typically the annual retreat to do strategic planning is held off site so interruptions are at a minimum and focus can be on the planning. An outside facilitator may be used, or someone from the institution who has the skills to conduct the planning session may conduct the sessions.
Often there is preparation before the strategic planning meeting occurs to obtain data from competitors as well as stats on how the institution is doing presently. There may be historical information also sought for comparison purposes.
Initially at the strategic planning session, the institution’s mission and vision are reviewed and confirmed still appropriate and viable. Values may also be in place or need to be determined. The next common step in strategic planning is to conduct a SWOT analysis. A SWOT comprises strengths and weaknesses that are internal to the firm, followed by opportunities and threats that are external to the firm. The data obtained for the session can be helpful in the SWOT analysis. The intent in deriving goals from the SWOT is to capitalize on the firms strengths and take advantage of opportunities while reducing weaknesses and threats. Brainstorming is used a variety of ways to examine possible new services and improvements needed to stay competitive. Goals will be defined, usually 4-5 that are long term (accomplished over several years) and a few short-term ones to achieve in 1-2 years.
After strategic planning occurs and the strategic goals are determined with anticipated time frames, an operational or action plan will need to be put into place. This is like a blueprint to obtain the goals. The action plan is a vital component. The action plan details the specific time frames to monitor and achieve the goals and determine what needs to be accomplished to make them happen along the way and who will be responsible. The action plan can answer the following questions: what, why, how, who, resources, when. The chief executive will usually report progress on the strategic goals on a monthly or quarterly basis to the board of directors.
As a strategic leader you want to ask the “What if…?” questions as noted in this Forbes article to keep seeking innovation for the institution.
Assignment:
Refer to the Case Study: A Strategic Dilemma. Prepare a 1-2 page (on a separate document) body double-spaced paper, utilizing critical thinking skills to address the six case study discussion questions at the end of the case study in your paper. Please separate the six areas you are covering to address each question in your case analysis paper. You also need to demonstrate research with at least one scholarly resource from the library to support one idea in your case analysis paper.
This is a Level 2 writing guidelines paper.
Explanation / Answer
Training is an essential part of any organisation can improve the overall efficiency as well as productivity of the organisation. Taking training programs would definitely increase their level up skills and would help them to improve their overall performance.
Some factors which can be changed and given motivation to the employees are as follows..
Improved understanding
Each and every employee in the organisatin contribute to the organisations overall function. Not every employee in the organisation has an understanding of what's going on in the structure. Is an organisation does not provide proper training to employees, that employee can easily thing that they are unusable for the organisation and this causes the motivation.
Training provides important information about the different aspects of the organisational structure as well as functional capabilities which directly increases the understanding of the employees towards the organisation which results in improved efficiency as well as productivity.
Improvement
Training is necessary for continuous improvement in the organisation. By giving training to the different areas of work in the organisation and employer can easily increase the level of improvement of an employee towards the job. This increased level of improvement definitely helps in employee to grow better and to improve their overall situation by staying motivated and being positive in the organisational structure.
Developing career
Training motivation employee to develop new skills as well as development of the career. An employee gets motivated by the training and development skills in it is portfolio then it directly reflects into his work profile which leads to his career development. Proper training definitely increases the overall availability of the choices for an employee to choose from. By having a proper training program inside your organisation and employee can easily increase its set of skills which result in better career in future.
Information conveyance
Training increases the communication between organisation and employee. This improve the communication process motivates and employed by telling them about the values and ethics of the organisation which is necessary to build an ethical working environment and to motivate the employee. Ethical approach definitely motivates the employee inside an organisational structure as it provides support to the technical terms of an employee and makes a better workplace which is better for motivating employees to do better jobs.
All of these approaches directly a line with the standard of Ford motor company as well as provided support to the overall understanding of training in the organisation by providing support to the training structure as well as implementing changes.
Implementation of such a specific type of strategies in training would also increase the chances of Better adaptability by the trainees. As Advanced Technological implementations and new learning structures can also be implemented for increasing the adoption process overall effectiveness of such a specific program of training can also be increased.
P.S- please leave a comment if any explanation is needed.
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