The chance to make the healthcare system better and more united is one of a kind when Anchor Hospital and Saint Mary’s Hospital join together. Much will depend on how well this merger is run and how well the workers are brought together. This executive brief details essential things the human resources (HR) department should consider, such as current trends, HR’s strategic role, the best way to handle HR, and how to get HR and department managers to work well together.
Recommendation of a Relevant HR Trend
Following the most up-to-date best practices during the complex merger process ensures everything goes smoothly. Managing talent with tech-based tools is an exciting trend that stands out. A high-tech Human Resources Information System (HRIS) can help move data, find talent, and keep track of one’s progress (Van Beurden et al., 2021). This not only makes administrative jobs more accessible to do, but it also gives important data for making intelligent strategic choices.
This path supports this suggestion because HRIS can help make things run more smoothly. By automating routine tasks, HR professionals have more time to work on critical tasks, such as managing change, growing talent, and bringing together different cultures. A good HRIS also promotes honesty and accountability, which helps employees trust their bosses during times of change at work.
Analysis of HR’s Main Role in Workforce Assimilation
HR has a lot of different roles to play in combining the staff of Anchor Hospital and Saint Mary’s Hospital. First, HR needs to be a strategic partner and ensure that bringing new employees on board fits with the business’s overall plan. As part of this, they must look for and reduce possible risks, ensure all laws and rules are followed, and be involved in staffing, culture, and communication choices. It is HR’s job to carefully look at the staff at Anchor Hospital and Saint Mary’s Hospital to find ways for them to work together and solve any problems that might come up. Also, HR should set up detailed onboarding programs that stress a common goal and encourage teamwork to make the change go smoothly. HR handles complaints and promotes open conversation to ensure everyone works well together and the company meets its strategic goals.
Second, HR is an essential part of integrating cultures. Setting organizational values, making people feel like they belong, and monitoring the change process are all important for building a motivated and united workforce (Malik et al., 2021). To do this job well, HR must use communication efforts, programs to get employees involved, and programs to make people aware of different cultures. When it comes to supporting diversity and inclusion, HR is essential. This means being aware of cultural differences and creating a place where everyone feels welcome and where different points of view are valued. HR should set up guidance programs, training on how to be sensitive to other cultures, and projects that recognize and celebrate the successes of every employee. The newly integrated staff will feel like they are working towards the same goal and are part of a group.
HR also needs to help with handling people. This means looking at the staff’s skills and information, finding gaps, and making plans for re- and up-skilling. By optimising people, HR ensures that the new company has the skills it needs to succeed in the future (Luu, 2020). As part of their job, HR plans strategically to ensure new workers fit in with the company’s overall goals, keeps an eye on risks, and ensures that rules are followed. HR is also important for cultural integration because it ensures the company’s values are upheld, helps people feel like they fit, and keeps an eye on change initiatives. HR is good at managing people because it looks at their skills, finds gaps, and makes plans for re- and up-skilling to ensure the company has the right people for the future.
Recommendation of an HRM Model
Human Resource Management (HRM) models that the HR staff should use stress flexibility, collaboration, and employee development to help workers from Anchor Hospital and Saint Mary’s Hospital work together as a single unit. It works well with how the healthcare business moves and how a merger works with the High-Performance Work System (HPWS) model. The model improves teamwork by encouraging everyone to participate, learn new things, and be flexible. Because of how a merger works, it was specifically made to work with it. Making sure everyone works towards the same goals and grows as a person is something that HR does to get employees ready for times of change and help the integration process go smoothly.
People who work for HPWS need to be active, keep learning, and get used to how things are done. For HR to build a team that can handle change well, they need to make sure that everyone works towards the same goals and grows as a person. This model also lets decisions be made in different places, which gives workers and bosses the freedom to be involved in the integration process (Hauff, 2021). Staff and managers have a lot of power and a unique chance to join the merging process courtesy of the HPWS framework’s decentralized decision-making. This method of being open and friendly makes people feel like they own and are responsible for things, which helps create a space where people can work together.
The HPWS plan was good because it had been shown to boost the performance of organizations, the happiness of their employees, and their capacity to adapt to change. When a company merges, HR needs to ensure that their employees are flexible and able to work together, and the HPWS approach helps them do it. The HPWS model was picked because research has shown that it makes people happy, makes organizations work better, and makes it easier for people to adapt to change. This model, which is based on real-world data, helps HR build a team that can deal with the unknowns and opportunities of the merger.
Recommendation of two Initial Steps on How to Build Relationships Between HR and Management
Ensuring workforce integration works in building good relationships between HR and department managers is essential. There are two first steps to start making these partnerships.
Collaborative Strategic Planning Sessions
The first step is regular meetings with HR reps and department bosses to plan the strategy. At these meetings, everyone should be able to talk about their dreams, problems, and goals in a public and legal way. By matching HR tactics with staff goals, one can make a consistent way to bring people together.
Cross-Functional Training Programs
Cross-functional training programs should unite people who work in HR and those who run departments. Their main goal should be to help better people understand each other’s jobs, duties, and difficulties. When HR and area managers push people to share information and work together, they can better reach their goals.
For these steps to make sense, the purposeful way of building relationships is what makes them make sense. HR knows about the details of each area, an advantage of collaborative strategic planning and cross-functional training, which helps people understand and value each other’s points of view more. These projects allow HR and area managers to work together well for both of them.
In conclusion, how well and strategically the staff integration process is handled will significantly impact how well Anchor Hospital and Saint Mary’s Hospital merge. The HR department can ensure the merger goes quickly by using up-to-date tools like HRIS, switching to a High-Performance Work System model, and working hard to get to know the department heads. The ideas are meant to help HR deal with the many problems due to the merger. This will help the healthcare organization become more successful and unified.
References
Hauff, S. (2021). Analytical strategies in HRM systems research: a comparative analysis and some recommendations. The International Journal of Human Resource Management, 32(9), 1923-1952.
Luu, T. T. (2020). Integrating green strategy and green human resource practices to trigger individual and organizational green performance: The role of environmentally-specific servant leadership. Journal of Sustainable Tourism, 28(8), 1193-1222.
Malik, A., Froese, F. J., & Sharma, P. (2020). Role of HRM in knowledge integration: Towards a conceptual framework. Journal of Business Research, 109, 524-535.
Van Beurden, J., Van De Voorde, K., & Van Veldhoven, M. (2021). The employee perspective on HR practices: A systematic literature review, integration and outlook. The International Journal of Human Resource Management, 32(2), 359-393.
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