Develop a mission statement and a 1-page model for the strategic management of human resources at the hospital.

½ pg. for introduction

3pages for the paper

½ pg. for conclusion

PLEASE MAKE SURE THAT THERE IS A SPACE BETWEEN THE INTRODUCTION AND THE PAPER!

A new health care organization has recently purchased a 200-bed hospital in a neighboring community. As a human resources (HR) manager, you have been hired to develop a mission for the organization and a strategic management plan of human resources for the board of directors of the hospital. Develop a mission statement and a 1-page model for the strategic management of human resources at the hospital. Referring to the model, write a narrative of 3 pages that supports your model.

Discuss the current internal and external health care environment of the hospital and the community and the possible impact that the environment may have on your model. The paper will be presented at the next hospital board meeting. Support your paper with 2–3 peer-reviewed sources, and be certain to properly reference all sources in APA format.

Research and provide references for a minimum of 2 peer-reviewed sources related to the health care environment or developing a model for strategic management of human resources. Complete the following:

Develop a mission statement that includes a corporate or health care philosophy.

Discuss internal and external environmental conditions that may impact the model. Straight to the point and short and sweet.

Strategic Management of Health Care Models

The human resources (HR) team must select or modify a current model or develop a new model for the strategic management of health services that meets the needs of the organization. The model must be based on quantifiable data with the purpose of providing a clear direction to assist the health care administrative decision makers with achieving the stated goals. Key components of a strategic health care model include the following:

Internal assessments

These assessments include personnel (maintenance, support, professional, and administrative), technology, finances, portfolios, internal systems (e.g., organizational structure), the mission, goals, and philosophy of the organization.

External or environmental assessments

These assessments include legal and regulatory compliance, labor markets, economic conditions, competition (products or markets), consumers (public and private health care plans), and new technology and research.

Risk assessments

These assessments include the strengths and weaknesses of the internal and external assessments, such as growth opportunities, competition threats, and labor union conflicts.

Organizational capabilities

These give an accurate assessment of the organization’s ability to utilize and maintain the model.

Examples of strategic management of human resources in health services organization models include the following concepts:

Six Sigma remains a viable model for many organizations. Six Sigma has been applied with great success to diverse sectors of industry, even in health care and not-for-profit entities. At the core of Six Sigma is a data-driven model that includes customer satisfaction and business performance, which has been effectively adapted to the health care industry. Six Sigma is a comprehensive and adaptable system for achieving, sustaining, and capitalizing on business success.

The balanced scorecard is a relatively simple model that provides a framework for aligning the performance measurement of the organization with the organization’s vision, goals, and identified strategies. The following four major systems are reviewed for alignment with the organization’s vision, goals, and strategies, and they are useful particularly for larger health care organizations:

Financial (budget, future budgetary expenditures, and cost containment)

Internal processes (employees, systems, effective and efficient delivery of care, and compliance)

Learning and growth (employee skill enhancement and organizational improvement)

Consumer (patients and third-party payers)

There is not one model that fits all of the needs for each organization. HR personnel are responsible for developing a model that fits the organization’s needs. The model should be simple to understand, yet comprehensive enough to include all facets of the organization. A time line for implementation and evaluation must be adhered to throughout the implementation of the model. Evaluation throughout the model implementation by HR personnel allows the organization to make minor adjustments throughout the process and stay on the cutting-edge of the current environment.