Increasing Effectiveness of Human Resources Management in Health Care Organizations: Challenges & Opportunities

It has been postulated by Kabene et al. that the two ways to define health care service provision is through examining technical and sociocultural quality towards improving the level of service and patient satisfaction in hospitals (2006). The technical quality is defined as to the impact of health services available to the health conditions of a population/demographic, while the sociocultural quality refers to the measurement of the ability to meet patient satisfaction (Kabene et al., 2006). However, existing conditions in the current community affect the ability of human resources management (HRM) to reach such quality measures in health care organizations in the United States. As explained by Minton-Eversole, trends in rising health care costs due to the aging community, coupled with the passage of federal health care reform legislation, are two of the trending issues that human resources management professionals are confronted with in today’s world (2011). Despite such challenges, health care HR professionals are equipped with an array of technological and comprehensive management strategies to aid them in turning these challenges into opportunities for the future.

One of the foreseeable trends in the United States that poses as a challenge to health care HR professionals is the impending retiring baby boomers and lack of skilled workers in the U.S. labor force that leads to higher costs of health care service delivery (Minton-Eversole, 2011). Even though many Baby Boomers are anticipated to continue working for some time, millions of workers will leave the work force in the near future. As Kabene et al. points out, the number and cost of health care consumables are expected to rise astronomically due to increased demands, which increase the costs of healthcare (2006). Hiring decisions for health care HR management, therefore, would have to take into consideration the management of available funds for training of qualified health worker candidates for acute care management as the aging population begin to increase, of whom that would require necessary medical attention.

The other foreseeable health care trend in the United States is adapting to a more diverse demographics of patients that would require health services with the implementation of the federal Affordable Care Act of 2010 (Minton-Eversole, 2011). According to Minton-Eversole, as world markets become further integrated, migration and movement of skilled talents will also increase (2011). With the Affordable Health Care Reform Act of 2010, millions of Americans are expected to become insured and tap into the current health services provisions. As such, it is inevitable that a more diverse group of health care providers be tasked with the responsibility to deliver care to a wider scope of patients.

With such an array of increased demands in health care services, it is necessary for HR management professionals to become strategic partners in providing a viable solution to address the oncoming changes in health care organizational settings. A significant opportunity exists for HR professional to tap into management strategies, such as succession management, training initiatives, knowledge retention and a wide range of activities to promote efficiency and effectiveness in delivering health care services (Fulmer & Genson, 2006). One of the ways that health care HR professionals intend to combat the challenges is through recapturing expertise from exiting health professionals who are retiring, maintain a pool of talented leaders and experts, and as well as reducing overall cost (Fulmer & Genson, 2006). The healthcare HR professionals would be able to participate in setting a strategic plan and tone for the direction in which to carry out these activities in a cost effective and efficient manner.

One model which may appeal to HR management in health care settings is an emphasis towards accountable care through optimizing network management to increase quality of work environments (Pasqual, 2013). It was found by Pasqual that medical centers should ensure that every health care practitioner has the knowledge needed to deliver high-quality care, in order to elevate overall patient satisfaction, and as well as contribute to a quality work environment (2013). In order to bring about such a higher quality of care, a value-based reimbursement system, couple with a pay-for-performance initiative, will promote for healthy staff involvement and as well as streamlining health care services rendering (Pasqual, 2013). By installing an accountable care model, not only will patient health service quality and satisfaction rise due to better management of acquiring physician practice, but also deliver better opportunities in recognizing provider value and performance accordingly.

Yet, before any model of management is to be chosen in any health care organization, it is critical for HR management to develop a more effective relationship with decision makers, managers and senior executives of the organization. One strategy that could be used to expedite the process of integrating the HR management and senior management is through developing and implementing a network management solution together that require long-term engagement in oversight and instructions (Pasqual, 2013). As HR management and senior management develop procedures to implementing a network system, one such as the accountable care model through risk analysis, the two parties will be able to better define the role of such a transition and how it works for the prospective health organization (Pasqual, 2013). This way, ensuring that proper measures are taken will be critical to the success in implementation as well as long term execution of the system.

Finally, compliance with local employment laws and regulation is another task which HR management must address in a health care organization setting. For example, since acute and urgent care deliver employment fall under the exception to the general overtime law in California, any employee in a healthcare industry who works beyond 12 hours in a workday must be paid overtime at double the employees rate of pay (California Department of Industrial Relation). As a hiring manager for the HR department of an acute care organization, it is vital to find quality health care providers who is open to accepting mandatory care as a mode of operation and as well as hold genuine interest in providing quality care to patients. Furthermore, the staffing of more competent health providers is also necessary to prevent higher employment costs and as well as protect against employee burnouts from working long hours.

References

Exceptions to the general overtime law, department of industrial relations. Retrieved from www.dir.ca.gov/dlse/FAQ_OvertimeExceptions.htm

Fulmer, R., & Genson, S. (2009). HR's strategic partnership with line management, Graziadio School of Business and Management, Pepperdine University. Retrieved from http://gbr.pepperdine.edu/2010/08/hrs-strategic-partnership-with-line-management/

Kabene, S. M., Orchard, C., Howards, J. M., Soriano, M. A., & Leduc, R. (2006, July 27). The importance of human resources management in health care: A global context. Retrieved from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1552082

Minton-Eversole, T. (2011, February 14). Health care, economic issues top HR concerns, SHRM report shows. Retrieved from http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/tophrconcerns.aspx

Pasqual, L. (2013, September 20). Preparing the workforce for accountable care. Retrieved from http://www.apihealthcare.com/blog/healthcare-trends/healthcare-business-analytics/preparing-the-workforce-for-accountable-care/