Human resources management in hospital settings

Human Resources in Hospitals

The objective of this work is to define the current structure, systems and management of the human resources department in a hospital, including Recruiting, Development, Benefits, Compensation, HR Information Technology, Labor Relations and Equal Employment Opportunity. Why is Human Resources in hospitals different from other businesses?

Public health systems, such as hospitals have the requirement of human resources of a highly effective nature in order for the system to be one of quality and performance. For a hospital to be successful in realizing fulfillment of its mission and vision the hospital must have an organizational structure that is based upon a clear focus of the role of the hospital, a structure that "fosters accountability and requires manageable spans of control." (ECG, 2006) Hospitals that are 'high-performing' "design their management structures to execute strategies...they consider organizational structure as they would any other resource and deploy it according to the strategic needs of the company." (ECG, 2006)

I. STRUCTURE, SYSTEMS, & Management

The structure of a hospital may choose either a centralized or decentralized manner of operation, "depending on the size and complexity" (Hospital Accreditation Standards, 2003) of the hospital. The centralized system of operation is one in which all human resource information is contained within and managed by one department. Generally, a centralized management system is larger and requires a human resources department with several staff members. The decentralized system of operation is generally a smaller hospital and oftentimes with the human resource management being assumed by the owner or manager of the hospital. In the management, system that is decentralized "departmental heads manage human resources issues and retain appropriate documentation pertinent to their subordinates." (Hospital Accreditation Standards, 2003) the functionality of both centralized and the decentralized management system requires a "coordinated effort to collect meaningful data..." (Hospital Accreditation Standards, 2003) the centralized management system is one in which a personnel file exists for each employee and is kept in the HR management office. This file contains all relevant personal information of the employee including the employee's qualifications, registration number, and other required information such as the employee's accrued vacation and leave time. The HR department of the hospital also keeps records concerning job descriptions, which include:

1) Designation of role;

2) Lines of reporting;

3) Duties and responsibilities;

4) Education level required;

5) Required experience;

6) Language/literacy requirements; and 7) Evidence of regular review of job descriptions. (Hospital Accreditation Standards, 2003)

The HR department of the centralized hospital is also responsible for orientation of new hires, which include an orientation manual containing the following:

1) Organization charts;

2) Hospital mission statement;

3) Reporting structures;

4) Internal regulations;

5) Fire safety;

6) Occupational health and safety;

7) Infection control; and 8) Map of the hospital. (Hospital Accreditation Standards, 2003)

HR is also responsible for a manual providing department specific information including:

1) Overview of departmental function;

2) Organization chart for each department;

3) Description and location of policies and procedures of the department; and 4) Map of the department. (Hospital Accreditation Standards, 2003)

II. RECRUITING & DEVELOPMENT

Recruiters within the HR department make and "maintain contacts within the community" (Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2006-07) and their role many times involves traveling to college campuses in their search for talented workers. Recruiters conduct screening, interviewing, and testing of applicants where appropriate as well as checking the applicant's references and offering the job to qualified desirable applicants. Recruiters are required to be knowledgeable concerning equal employment opportunity (EEO) and affirmative action laws and regulations as well as the Americans with Disabilities Act. In the larger organizations, HR generally has individuals filling the specific role of the EEO officer or representative who interacts with government agencies as well as organizations in the community. The hospitals labor relations managers are responsible for implementation of labor relations program. These individuals "advise and collaborate with the director of the HR department as well as other managers and staff members concerning HR policy relating to "wages, benefits, pensions, and work practices..." (Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2006-0

III. BENEFITS & COMPENSATION

The employee's benefits program including the health insurance and pension plans are managed by 'employee benefits managers and specialists'. Pension benefits are inclusive of: "savings and thrift, profit-sharing, and stock ownership plans; health benefits might include long-term catastrophic illness insurance and dental insurance." (Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2006-07; paraphrased) Individuals within the HR department that conduct the programs related to positions within the organization, often referred to as 'job analysts' or 'position classifiers' perform the duties of collection and examination of data and information related to duties of each job in the hospital in order to classify and prepare job descriptions. These descriptions state the "...duties, training and skills" (Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2006-07) required for each work position. When a new position is formed in the hospital or when jobs that already exist are under review, this individual within the hospital HR is called upon due to their expert knowledge.

IV. HR INFORMATION TECHNOLOGY

The work of Khalili (2003) entitled: "Getting Acquainted with the Hospital Administration Programs" states of hospital information technology that: "Programming is the collection of activities which can identify how man and technology can work towards reaching an objective within a given time period. Programming can give a forecast of future events by using the present capabilities and decisions so that an appropriate approach can be proposed. The main goal of programming is the utilization of capabilities to achieve the desired objective." The management information system (MIS) of a hospital should meet the minimum requirements of, but is not limited to the following functions:

Facilitate the management of the hospital;

Provide management with an adequate decision support system by providing information that is timely, accurate, consistent, complete, and relevant;

Deliver complex material throughout the institution;

Support the organization's strategic goals and direction;

Ensure the integrity and availability of data;

Provide an objective system for recording and aggregating information;

Reduce expenses related to labor-intensive manual activities; and Enhance communication among employees. (Management: Roles and Responsibilities; it Responsibilities and Functions, 2004)

VI. DIFFERENCES of HR in HOSPITALS THAN OTHER BusinessES

One of the differences between the hospital and other business types is the level of diversity among hospital workers. The hospital is an organization comprised of various units of operation "engaged in a variety of activities. The human resources of this organization are individuals with different educational and cultural backgrounds, as well as different experiences in educational and medical treatment fields who are gathered to utilize technological and professional tools to provide the necessary services for the patients, doctors, and students." (Khalili, 2003) the primary difference between hospitals and other businesses is that the hospital must function 24 hours a day, 7 days a week, around-the-clock, in a non-stop, efficient and functional capacity.