Option #2: Trends in Human Resources in Healthcare For the past 10 years, Methodist Hospital Health System (MHHS) celebrated the fact that 60% of its new hires in management positions were women and minorities. The MHHS leadership assumed that with such a practice, women and minorities would eventually represent at least 50% of their top management executives (vice president level and above). But then something unexpected happened. A few years ago, MHHS became concerned that its diversity program was not producing results. Instead of seeing an increase in the number of women and minorities in executive positions, the organization was observing a decline. Talented female and minority managers were leaving, draining the pool of capable and qualified staff. To address this problem, MHHS founded the Task Force on Retention and Advancement of Women and Minorities in Executive Positions (TFRA). This task force aimed to pinpoint the reasons why female and minority executives were leaving by conducting a massive information-gathering initiative, which included interviewing female and minorities at all levels, as well as former employees. The team uncovered these main areas of concern: 1. Limited opportunity for advancement 2. Lack of mentoring, coaching, and networking 3. Existing work and family issues 4. Lack of succession planning 5. Lack of positive culture and transparent communication about promotion and professional development 6. Lack of relevant and effective training, job development, and employee empowerment opportunities 7. Cultural bias toward women and minorities, and an “old boy” network system 8. Organizational resistance to embrace diversity 9. Uncompetitive salary and benefits In response to these findings, MHHS must retool the workplace. Instructions: You are the CEO of MHHS and have been asked to present a plan to the Board of Directors for retooling the workplace to meet the goals of a women- and minority-friendly employer, and to have women and minorities eventually represent 50% of the top management. • Your presentation must address strategies in the following areas: . 1) Recruitment, selection, and retention . 2) Communication . 3) Research . 4) Performance management . 5) Technology and innovation . 6) Change management . 7) Another area of healthcare management of your choosing • Be innovative; think creatively. • Your submission must be 13-15 pages in length. You must include title and reference pages, and a table of
contents; however, these should not be included in the total page count. • Incorporate 20 credible and current references. Ten of these must be peer-reviewed articles • Format your paper according to APA Requirements. Outline I. Introduction -Introduces the topic of retention and advancement of women and minorities in executive positions. -Address the main focus on Methodist Hospital Health System (MHHS) and its concerns with their diversity program. II. MHHS areas of concern -Includes a breakdown of current issues that were brought forth from former employees and female and minority executives that left the company III. A look into the history of diversity within healthcare -Looks at history and how it relates to current situations -Identifies how previous problems were addressed and overcome – GRAHAM, J. (2014). Discrimination Against the Minority: A Closer Look at Nonqualified Retirement Plans. Journal Of Pension Benefits: Issues In Administration, 21(2), 41-46. – Evans, M. (2014). Hospital boards still playing catch-up on diversity. Modern Healthcare, 44(15), 18-24. IV. Suggested Solutions -After addressing current problems and history of diversity within healthcare, a summery of solutions will be included in this section, which will be mentioned in depth throughout the rest of the paper. – HERSCH, W. S. (2013). LEANING IN TO GET AHEAD. National Underwriter / Life & Health Financial Services, 117(6), 28-31. – Doyle, C., Howe, C., Woodcock, T., Myron, R., Phekoo, K., McNicholas, C., & … Bell, D. (2013). Making change last: applying the NHS institute for innovation and improvement sustainability model to healthcare improvement. Implementation Science, 8(1), 1-24. doi:10.1186/1748-5908-8-127 V. Healthcare Diversity -Understanding the importance of diversity in healthcare – Emami, A., & Safipour, J. (2013). Constructing a questionnaire for assessment of awareness and acceptance of diversity in healthcare institutions. BMC Health Services Research, 13(1), 1-10. doi:10.1186/1472-6963-13-145 – Hauser, M. C. (2014). Leveraging Women’s Leadership Talent in Healthcare. Journal Of Healthcare Management, 59(5), 318-322. VI. How to overcome the lack of diversity -Focuses on how the MHHS can overcome their diversity problem. – Flores, K., & Combs, G. (2013). Minority Representation in Healthcare: Increasing the Number of Professionals Through Focused Recruitment. Hospital Topics, 91(2), 25-36. doi:10.1080/00185868.2013.793556 – BETANCOURT, J. R., BEITER, S., & LANDRY, A. (2013). Improving Quality, Achieving Equity, and Increasing Diversity in Healthcare: The Future is Now. Journal Of Best Practices In Health Professions Diversity: Education, Research & Policy, 6(1), 903-917. VI. Recruitment -After understanding how to appeal to diverse leadership candidates, next we will focus on how to recruit such individuals. – American Society of, E. (0010, March). Employer Provided Healthcare Continues to Be a Strong Recruitment Tool. Business Wire (English). – PR, N. (2013, September 19). AMN Healthcare Recruitment Process Outsourcing Program Ranked Best in Category. PR Newswire US. VIII. Selection -Focuses on how to select proper candidates. -Individuals that are not only applicable for the job description but also a proper fit for the organization. – MORGESON, F. P. (2015). Does your applicant have what it takes?. Long-Term Living: For The Continuing Care Professional, 64(5), 38. – Five Tips for Aligning a Candidate’s Job Expectations With Reality. (2013). Healthcare Executive, 28(5), 46. IX. Retention -Evaluates ways for MHHS to retain diverse leadership. – Lartey, S., Cummings, G., & Profetto-McGrath, J. (2014). Interventions that promote retention of experienced registered nurses in health care settings: a systematic review. Journal Of Nursing Management, 22(8), 1027-1041. doi:10.1111/jonm.12105 – Healthways. (3). New Longitudinal Study on Fortune 100 Company Ties Employees’ Well-Being to Retention, Productivity and Healthcare Costs. Business Wire (English). X. Compensation -Compensation is one aspect that makes the company attractive to qualified candidates. -Compensation and incentives has the ability to motivate and retain skillful employee’s – Gates, G. B. (2013). Valuable Insight on Reasonable Compensation in New Healthcare Industry Compensation and Valuation Guide. Bvupdate, 19(2), 1-2. XI. Program Management -The success of the diversity program comes down to the proper influence on program management. -Outlines what employees can expect from program management as well as the formation of workforce relationships. • – Sherwood, R. (2013, October 30). Employee Engagement Drives Health Care Quality and Financial Returns. Retrieved January 17, 2016, from https://hbr.org/2013/10/employee-engagement-drives-health-care-quality-and-financial-returns/ XII. Technologies and Innovations -Technology can help with certain aspects of employee workload, and new technology and innovations are appealing to job seekers. -Technology advancements keep the company modern and up to date. -API Healthcare and TeleTracking, T. (0005, September). API Healthcare and TeleTracking Technologies Announce Partnership to Better Enable Staff Workload Balancing with Patient Demand. Business Wire (English). – PR, N. (2013, May 17). Advances in patient care combine with newest healthcare technology at Boston nursing conference, hosted by the American Association of Critical-Care Nurses. PR Newswire US. XIII. Diverse Leadership it possible – Looks at other diverse leadership and their successes – How to motivate and encourage diverse leadership – 2014 Top 25 Minority Executives in Healthcare. (2014). Modern Healthcare, 44(15), 19. – Desir, E. (2014). Exploring Obstacles to Success for Early Careerists in Healthcare Leadership. Journal Of Healthcare Management, 59(4), 250-253. XIV. Conclusion Option #2: Trends in Human Resources in Healthcare For the past 10 years, Methodist Hospital Health System (MHHS) celebrated the fact that 60% of its new hires in management positions were women and minorities. The MHHS leadership assumed that with such a practice, women and minorities would eventually represent at least 50% of their top management executives (vice president level and above). But then something unexpected happened. A few years ago, MHHS became concerned that its diversity program was not producing results. Instead of seeing an increase in the number of women and minorities in executive positions, the organization was observing a decline. Talented female and minority managers were leaving, draining the pool of capable and qualified staff. To address this problem, MHHS founded the Task Force on Retention and Advancement of Women and Minorities in Executive Positions (TFRA). This task force aimed to pinpoint the reasons why female and minority executives were leaving by conducting a massive information-gathering initiative, which included interviewing female and minorities at all levels, as well as former employees. The team uncovered these main areas of concern: 1. Limited opportunity for advancement 2. Lack of mentoring, coaching, and networking 3. Existing work and family issues 4. Lack of succession planning 5. Lack of positive culture and transparent communication about promotion and professional development 6. Lack of relevant and effective training, job development, and employee empowerment opportunities 7. Cultural bias toward women and minorities, and an “old boy” network system 8. Organizational resistance to embrace diversity 9. Uncompetitive salary and benefits In response to these findings, MHHS must retool the workplace. Instructions: You are the CEO of MHHS and have been asked to present a plan to the Board of Directors for retooling the workplace to meet the goals of a women- and minority-friendly employer, and to have women and minorities eventually represent 50% of the top management. • Your presentation must address strategies in the following areas: . 1) Recruitment, selection, and retention . 2) Communication . 3) Research . 4) Performance management . 5) Technology and innovation . 6) Change management . 7) Another area of healthcare management of your choosing • Be innovative; think creatively. • Your submission must be 13-15 pages in length. You must include title and reference pages, and a table of
contents; however, these should not be included in the total page count. • Incorporate 20 credible and current references. Ten of these must be peer-reviewed articles • Format your paper according to APA Requirements. Outline I. Introduction -Introduces the topic of retention and advancement of women and minorities in executive positions. -Address the main focus on Methodist Hospital Health System (MHHS) and its concerns with their diversity program. II. MHHS areas of concern -Includes a breakdown of current issues that were brought forth from former employees and female and minority executives that left the company III. A look into the history of diversity within healthcare -Looks at history and how it relates to current situations -Identifies how previous problems were addressed and overcome – GRAHAM, J. (2014). Discrimination Against the Minority: A Closer Look at Nonqualified Retirement Plans. Journal Of Pension Benefits: Issues In Administration, 21(2), 41-46. – Evans, M. (2014). Hospital boards still playing catch-up on diversity. Modern Healthcare, 44(15), 18-24. IV. Suggested Solutions -After addressing current problems and history of diversity within healthcare, a summery of solutions will be included in this section, which will be mentioned in depth throughout the rest of the paper. – HERSCH, W. S. (2013). LEANING IN TO GET AHEAD. National Underwriter / Life & Health Financial Services, 117(6), 28-31. – Doyle, C., Howe, C., Woodcock, T., Myron, R., Phekoo, K., McNicholas, C., & … Bell, D. (2013). Making change last: applying the NHS institute for innovation and improvement sustainability model to healthcare improvement. Implementation Science, 8(1), 1-24. doi:10.1186/1748-5908-8-127 V. Healthcare Diversity -Understanding the importance of diversity in healthcare – Emami, A., & Safipour, J. (2013). Constructing a questionnaire for assessment of awareness and acceptance of diversity in healthcare institutions. BMC Health Services Research, 13(1), 1-10. doi:10.1186/1472-6963-13-145 – Hauser, M. C. (2014). Leveraging Women’s Leadership Talent in Healthcare. Journal Of Healthcare Management, 59(5), 318-322. VI. How to overcome the lack of diversity -Focuses on how the MHHS can overcome their diversity problem. – Flores, K., & Combs, G. (2013). Minority Representation in Healthcare: Increasing the Number of Professionals Through Focused Recruitment. Hospital Topics, 91(2), 25-36. doi:10.1080/00185868.2013.793556 – BETANCOURT, J. R., BEITER, S., & LANDRY, A. (2013). Improving Quality, Achieving Equity, and Increasing Diversity in Healthcare: The Future is Now. Journal Of Best Practices In Health Professions Diversity: Education, Research & Policy, 6(1), 903-917. VI. Recruitment -After understanding how to appeal to diverse leadership candidates, next we will focus on how to recruit such individuals. – American Society of, E. (0010, March). Employer Provided Healthcare Continues to Be a Strong Recruitment Tool. Business Wire (English). – PR, N. (2013, September 19). AMN Healthcare Recruitment Process Outsourcing Program Ranked Best in Category. PR Newswire US. VIII. Selection -Focuses on how to select proper candidates. -Individuals that are not only applicable for the job description but also a proper fit for the organization. – MORGESON, F. P. (2015). Does your applicant have what it takes?. Long-Term Living: For The Continuing Care Professional, 64(5), 38. – Five Tips for Aligning a Candidate’s Job Expectations With Reality. (2013). Healthcare Executive, 28(5), 46. IX. Retention -Evaluates ways for MHHS to retain diverse leadership. – Lartey, S., Cummings, G., & Profetto-McGrath, J. (2014). Interventions that promote retention of experienced registered nurses in health care settings: a systematic review. Journal Of Nursing Management, 22(8), 1027-1041. doi:10.1111/jonm.12105 – Healthways. (3). New Longitudinal Study on Fortune 100 Company Ties Employees’ Well-Being to Retention, Productivity and Healthcare Costs. Business Wire (English). X. Compensation -Compensation is one aspect that makes the company attractive to qualified candidates. -Compensation and incentives has the ability to motivate and retain skillful employee’s – Gates, G. B. (2013). Valuable Insight on Reasonable Compensation in New Healthcare Industry Compensation and Valuation Guide. Bvupdate, 19(2), 1-2. XI. Program Management -The success of the diversity program comes down to the proper influence on program management. -Outlines what employees can expect from program management as well as the formation of workforce relationships. • – Sherwood, R. (2013, October 30). Employee Engagement Drives Health Care Quality and Financial Returns. Retrieved January 17, 2016, from https://hbr.org/2013/10/employee-engagement-drives-health-care-quality-and-financial-returns/ XII. Technologies and Innovations -Technology can help with certain aspects of employee workload, and new technology and innovations are appealing to job seekers. -Technology advancements keep the company modern and up to date. -API Healthcare and TeleTracking, T. (0005, September). API Healthcare and TeleTracking Technologies Announce Partnership to Better Enable Staff Workload Balancing with Patient Demand. Business Wire (English). – PR, N. (2013, May 17). Advances in patient care combine with newest healthcare technology at Boston nursing conference, hosted by the American Association of Critical-Care Nurses. PR Newswire US. XIII. Diverse Leadership it possible – Looks at other diverse leadership and their successes – How to motivate and encourage diverse leadership – 2014 Top 25 Minority Executives in Healthcare. (2014). Modern Healthcare, 44(15), 19. – Desir, E. (2014). Exploring Obstacles to Success for Early Careerists in Healthcare Leadership. Journal Of Healthcare Management, 59(4), 250-253. XIV. Conclusion Option #2: Trends in Human Resources in Healthcare For the past 10 years, Methodist Hospital Health System (MHHS) celebrated the fact that 60% of its new hires in management positions were women and minorities. The MHHS leadership assumed that with such a practice, women and minorities would eventually represent at least 50% of their top management executives (vice president level and above). But then something unexpected happened. A few years ago, MHHS became concerned that its diversity program was not producing results. Instead of seeing an increase in the number of women and minorities in executive positions, the organization was observing a decline. Talented female and minority managers were leaving, draining the pool of capable and qualified staff. To address this problem, MHHS founded the Task Force on Retention and Advancement of Women and Minorities in Executive Positions (TFRA). This task force aimed to pinpoint the reasons why female and minority executives were leaving by conducting a massive information-gathering initiative, which included interviewing female and minorities at all levels, as well as former employees. The team uncovered these main areas of concern: 1. Limited opportunity for advancement 2. Lack of mentoring, coaching, and networking 3. Existing work and family issues 4. Lack of succession planning 5. Lack of positive culture and transparent communication about promotion and professional development 6. Lack of relevant and effective training, job development, and employee empowerment opportunities 7. Cultural bias toward women and minorities, and an “old boy” network system 8. Organizational resistance to embrace diversity 9. Uncompetitive salary and benefits In response to these findings, MHHS must retool the workplace. Instructions: You are the CEO of MHHS and have been asked to present a plan to the Board of Directors for retooling the workplace to meet the goals of a women- and minority-friendly employer, and to have women and minorities eventually represent 50% of the top management. • Your presentation must address strategies in the following areas: . 1) Recruitment, selection, and retention . 2) Communication . 3) Research . 4) Performance management . 5) Technology and innovation . 6) Change management . 7) Another area of healthcare management of your choosing • Be innovative; think creatively. • Your submission must be 13-15 pages in length. You must include title and reference pages, and a table of
contents; however, these should not be included in the total page count. • Incorporate 20 credible and current references. Ten of these must be peer-reviewed articles • Format your paper according to APA Requirements. Outline I. Introduction -Introduces the topic of retention and advancement of women and minorities in executive positions. -Address the main focus on Methodist Hospital Health System (MHHS) and its concerns with their diversity program. II. MHHS areas of concern -Includes a breakdown of current issues that were brought forth from former employees and female and minority executives that left the company III. A look into the history of diversity within healthcare -Looks at history and how it relates to current situations -Identifies how previous problems were addressed and overcome – GRAHAM, J. (2014). Discrimination Against the Minority: A Closer Look at Nonqualified Retirement Plans. Journal Of Pension Benefits: Issues In Administration, 21(2), 41-46. – Evans, M. (2014). Hospital boards still playing catch-up on diversity. Modern Healthcare, 44(15), 18-24. IV. Suggested Solutions -After addressing current problems and history of diversity within healthcare, a summery of solutions will be included in this section, which will be mentioned in depth throughout the rest of the paper. – HERSCH, W. S. (2013). LEANING IN TO GET AHEAD. National Underwriter / Life & Health Financial Services, 117(6), 28-31. – Doyle, C., Howe, C., Woodcock, T., Myron, R., Phekoo, K., McNicholas, C., & … Bell, D. (2013). Making change last: applying the NHS institute for innovation and improvement sustainability model to healthcare improvement. Implementation Science, 8(1), 1-24. doi:10.1186/1748-5908-8-127 V. Healthcare Diversity -Understanding the importance of diversity in healthcare – Emami, A., & Safipour, J. (2013). Constructing a questionnaire for assessment of awareness and acceptance of diversity in healthcare institutions. BMC Health Services Research, 13(1), 1-10. doi:10.1186/1472-6963-13-145 – Hauser, M. C. (2014). Leveraging Women’s Leadership Talent in Healthcare. Journal Of Healthcare Management, 59(5), 318-322. VI. How to overcome the lack of diversity -Focuses on how the MHHS can overcome their diversity problem. – Flores, K., & Combs, G. (2013). Minority Representation in Healthcare: Increasing the Number of Professionals Through Focused Recruitment. Hospital Topics, 91(2), 25-36. doi:10.1080/00185868.2013.793556 – BETANCOURT, J. R., BEITER, S., & LANDRY, A. (2013). Improving Quality, Achieving Equity, and Increasing Diversity in Healthcare: The Future is Now. Journal Of Best Practices In Health Professions Diversity: Education, Research & Policy, 6(1), 903-917. VI. Recruitment -After understanding how to appeal to diverse leadership candidates, next we will focus on how to recruit such individuals. – American Society of, E. (0010, March). Employer Provided Healthcare Continues to Be a Strong Recruitment Tool. Business Wire (English). – PR, N. (2013, September 19). AMN Healthcare Recruitment Process Outsourcing Program Ranked Best in Category. PR Newswire US. VIII. Selection -Focuses on how to select proper candidates. -Individuals that are not only applicable for the job description but also a proper fit for the organization. – MORGESON, F. P. (2015). Does your applicant have what it takes?. Long-Term Living: For The Continuing Care Professional, 64(5), 38. – Five Tips for Aligning a Candidate’s Job Expectations With Reality. (2013). Healthcare Executive, 28(5), 46. IX. Retention -Evaluates ways for MHHS to retain diverse leadership. – Lartey, S., Cummings, G., & Profetto-McGrath, J. (2014). Interventions that promote retention of experienced registered nurses in health care settings: a systematic review. Journal Of Nursing Management, 22(8), 1027-1041. doi:10.1111/jonm.12105 – Healthways. (3). New Longitudinal Study on Fortune 100 Company Ties Employees’ Well-Being to Retention, Productivity and Healthcare Costs. Business Wire (English). X. Compensation -Compensation is one aspect that makes the company attractive to qualified candidates. -Compensation and incentives has the ability to motivate and retain skillful employee’s – Gates, G. B. (2013). Valuable Insight on Reasonable Compensation in New Healthcare Industry Compensation and Valuation Guide. Bvupdate, 19(2), 1-2. XI. Program Management -The success of the diversity program comes down to the proper influence on program management. -Outlines what employees can expect from program management as well as the formation of workforce relationships. • – Sherwood, R. (2013, October 30). Employee Engagement Drives Health Care Quality and Financial Returns. Retrieved January 17, 2016, from https://hbr.org/2013/10/employee-engagement-drives-health-care-quality-and-financial-returns/ XII. Technologies and Innovations -Technology can help with certain aspects of employee workload, and new technology and innovations are appealing to job seekers. -Technology advancements keep the company modern and up to date. -API Healthcare and TeleTracking, T. (0005, September). API Healthcare and TeleTracking Technologies Announce Partnership to Better Enable Staff Workload Balancing with Patient Demand. Business Wire (English). – PR, N. (2013, May 17). Advances in patient care combine with newest healthcare technology at Boston nursing conference, hosted by the American Association of Critical-Care Nurses. PR Newswire US. XIII. Diverse Leadership it possible – Looks at other diverse leadership and their successes – How to motivate and encourage diverse leadership – 2014 Top 25 Minority Executives in Healthcare. (2014). Modern Healthcare, 44(15), 19. – Desir, E. (2014). Exploring Obstacles to Success for Early Careerists in Healthcare Leadership. Journal Of Healthcare Management, 59(4), 250-253. XIV. Conclusion
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