Human Resource in Hospital Sector

8/8/2019 Human Resource in Hospital Sector

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HUMAN RESOURCE IN

HOSPITAL SECTOR

By

V.Selvam

Manager Nursing Services

Kavery Medical Centre & Hospital


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Hospital

Derived from the Latin word hospice

Advances in medical sciences have brought abouttremendous growth and improvement in hospital

services


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Importance

Services sector has become important for many

economies in the world and very important

particularly for India.


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Growth of Services

8.5

9

9.5

10

10.5

11

2004-

05

2005-

06

2006-

07

2007-

08

Growth of

service sectors


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Importance of HR

in the hospital sector

Largest health care employer

Diversity with more than 150 professions Sole employer of very specific health professionals

A crucial place for skill mix evolution

A major role for all dimensions of education andtraining


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Performance Indicators

Number of providers

Quantity of services provided

Percentage of population receiving

service

Quality of service

a) Waiting time b) Usersatisfaction

Utilization by target population


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Employee-employer

customer/client interactions

Often direct

interaction betweenthe employee and

the patient/client

Adds to the

traditionalrelationship between

employer and

employee

Patient/client

Employer Employee


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If you are going to treatcustomers first, you must

treat employees more first.


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Classic definition of

service work

Intangibility

Perishability Variability

Simultaneous production andconsumption

Inseparability - co-production betweenemployee and customer


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Types of knowledge and

implications for knowledge

management and HRM

Explicit knowledge know what can

be codified and written down tends tobe associated with knowledge.

Management systems often IT based

collecting information together and

exploiting it.


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Types of Knowledge (Contd)

Tacit knowledge know how difficult to

codify and write down in peoples heads/socially constructed personalised and

culture based knowledge management

systems.


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Converting Human Capital into

Intellectual Capital

Human Capital

Employee

Knowledge

Skills

Experience

Conversion

Process

Intellectual CapitalHuman Capital

Role of HR

practices in this

conversion process

Productsand

services

which have

market value


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Classical Management

Functions Planning

Organizing

Staffing Directing

Coordination/Control

Reviewing

Budgeting


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New Management Functions:

Problem Solving

Innovation

Leadership & team building

Motivation of staff


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Employees More First?

83% of workers plan to look for a new job when

economy heats up

35% of top performing employees are at high risk

of leaving their jobs

60% of workers feel pressure to work too much

83% of employees want more time with their families

56% of workers are either somewhat or completely

dissatisfied with their jobs


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Human Happiness

requires the fulfillment of three key areas

In our loves

In our friends

In our work


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Implications for HRM

Intangible

Customised

Professional

Knowledge

basedRenewal

Standardisation

Organisational

commitment

MeasurementPerformance

management/reward

Recruit and retain

Training and

Development

Staff allocation

Nature of Work Managerial problemHRM issue


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Ideas Around Work

Man as a machine

Physical strength

Repetitious

Boredom

Long hours

Poor reward

Expendable


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The dignity of labour

Skills and trades

Pride in trademanship Apprenticeship

Price, shortage, reward

Privilege and power The social bonds


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The Face of the Crisis

RECRUITMENT

DISTRIBUTION RETENTION

ATTRITION


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A Workplace Check list

The Work Process-what is being done

The Work force-who is doing it The hazards-what can go wrong

The record-Attendance and performance

The ambience-Men, management, Machines


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Measurement is an integral part of the

management process

Management

Team

Measurement

and

Evaluation

Organizational

Systems

Measurement: The process of

deciding what to measure,

collecting data, tracking over

time, etc.

Evaluation: The process by which

we impose standards,

specifications, etc. to determine if

performance meets

needs/expectations

Organizational system: A generic

phrase used to describe a work

group, department, function,

plant, division, corporation or firm


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THE CHALLENGE-EMPLOYEE VERSUS EMPLOYER

Not just for profit or higher wages but for Well being


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The +ve & -ve Stresses of Work

Shift work Rest periods

Production Demands Team Building

Quality standards Trust

Management concern


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Effective Communication

Builds Engagement, Achieves

Outcomes

Engaged employees significantly

more likely to achieve desired outcomes

INFORM & EDUCATE BELIEVE & DO

Awareness Understanding Acceptance Engagement


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Key Performance Metrics

Driven by an Engaged Workforce

Retention Affiliation

Recruiting

Internal job

movements

Performance ratings

Employee

satisfaction

PerformPerformStayStay InfluenceInfluence RecommendRecommend

Growth Profitability

Productivity

Service

levels

Quality

Speed

Innovation

Customer

satisfaction

Organizationachievement

and momentum

Growth

Profitability

Productivity

Service levels

Quality

Speed

Innovation

Customer

satisfaction

Prospectivecustomers and

partners

Prospective

employees

Prospectiveinvestors

Public opinion


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The Market place needs some rules-

Rights andD

uties

The Worker

Security

Sickness cover

Pension

Fair wages

Honest labour

The

Owner/manager

Reliable work force Well trained

Minimal sickness

Productive Fair conditions


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TEAM

United we stand, Divided we fall.

T Together

E Empowering each other to

A AchieveM More


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Health sector = service delivery

industry = people at the beginning

& end


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QUESTIONS PLEASE


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Smile!

In life everything is nicerwhen you cheer up.

THANK YOU

Documents

Human Resource in Hospital Sector