Human Resource Management

 
According to Susan Heathfield, Human Resource Management is the
organizational function that manages all of the issues related to the people in an
organization. That includes but is not limited to compensation, recruitment, and
hiring, performance management, organization development, safety, wellness,
benefits, employee motivation, communication, policy administration, and training. 
 
Human resource management is also a strategic and comprehensive approach to
managing people and the workplace culture and environment. Done well, it
enables employees to contribute effectively and productively to the overall
company direction and the accomplishment of the organization's goals and
objectives. The department members provide the following:
 

 knowledge
 necessary tools
 training
 administrative services
 coaching
 legal and management advice, and 
 talent management oversight
 

Performance Management
 
What about Performance Management? Performance management is a whole
work system that begins when a job is defined as needed. It ends when an
employee leaves the organization by way of finding a new job or retiring.
Performance management defines the interaction with an employee at every step
of the way in between these major life cycle occurrences. Performance
management makes every interaction opportunity with an employee into a
learning occasion. A performance management system includes the following
actions:
 

 Develop clear job descriptions using an employee recruitment plan that identifies
the selection team.
 Recruit potential employees and select the most qualified to participate in
interviews onsite or by remote visual interaction.
 Conduct interviews to narrow down your pool of candidates.
 Hold multiple additional meetings, as needed, to get to know your candidates'
strengths, weaknesses, and abilities to contribute what you need. Use potential
employee testing and assignments where they make sense for the position that
you are filling.
 Select appropriate people using a comprehensive employee selection process to
identify the most qualified candidate who has the best cultural fit and job fit that
you need.
 Offer your selected candidate the job and negotiate the terms and conditions of
employment including salary, benefits, paid time off, and other organizational
perks.
 Welcome the new employee to your organization.
 Provide effective new employee orientation, assign a mentor, and integrate your
new employee into the organization and its culture.
 Negotiate requirements and accomplishment-based performance standards,
outcomes, and measures between the employee and his or her new manager.
 Provide ongoing education and training as needed.
 Provide ongoing coaching and feedback.
 Conduct quarterly performance development planning discussions.
 Design effective compensation and recognition systems that reward people for
their ongoing contributions.
 Provide promotional/career development opportunities including lateral moves,
transfers, and job shadowing for staff.
 Assist with exit interviews to understand WHY valued employees leave the
organization.

Performance Review
 
A performance review is a formal assessment in which a manager evaluates an
employee's work performance, identifies strengths and weaknesses, offers
feedback, and sets goals for future performance. Performance reviews are also
called performance appraisals or performance evaluations. In the past, many
organizations conducted annual performance reviews for their entire workforce;
however, more and more companies are moving toward a frequent feedback
performance management system in which managers conduct quarterly, monthly
or even weekly reviews. In fact, some organizations are doing away with formal
performance reviews altogether in favor of more casual manager check-ins and
one-on-ones.
 
Performance reviews are a foundational way to leverage talent, understand needs
and opportunities, and gather intelligence for making connections with employees
and larger organizational strategies. They also play a central role in empowering
employees by helping them reach their fullest potential. It is a critical component
of a continuous performance management approach to evaluate and propel
success for the employee, team, and the organization
 
 
We now already have brief but substantial information about Human Resource
Management, Performance Management, and Performance Review. We can
proceed to the main issue of the case, the existence of errors. You have provided
a reference, an article to be exact for this particular topic - the Ten Biggest
Mistakes Bosses Make in Performance Reviews. As I looked and revied the
article, here is the summary of the relevant information I extracted and hopefully
we can use it as one of our bases in creating our conclusion for this case.
 
Ten Biggest Mistakes Bosses Make In Performance Reviews
 
This article is written by Eric Jackson. Eric Jackson is a technology and media
investor. He took a Ph.D. in Management at the Columbia University Graduate
School of Business in New York, with a specialization in Strategic Management.
The following are the biggest mistakes that the head of the company make in
performance reviews according to Eric Jackson:
 
1. Too vague - Performance reviews are not being taken with significance.
Meetings or sessions are called instantly and done in rush. The feedback is poor,
most of the time is taken for granted.
 
2. Everything is perfect - until it is not and you are fired - This also refers to a
lack of feedback coming from the head of the company. Employees do not receive
the result of the evaluation of their performance. According to Eric Jackson, what
drives people up the wall is when it is clear that the boss has been bothered by
some aspect of their performance, but never bothered to mention it to them until
the time of their firing.
 
b- It pertains to the situation where if employees have some mistake happen to
them very recently and it ends up being the entire topic of their performance
review even if they have done a great job the rest of the year, they have been a
victim of the recency effect.  
 
4. No preparation - The example given by Eric Jackson is when the head of the
company likes to do meetings "on the fly," and he or she giver his or her feedback
from the passenger seat on long road trips.  The worst part of this kind of
approach is that it typically means the head of the company has not given any
thought to how the report has been done in the last year and what they need to do
to improve.  Even worse are the heads of the company who simply cut and paste
what was on last year's performance review form to this year's with minimal if any
changes.  
 
5. They never happen at all or "my people know my door is always open" -
This refers to the head of the company's open-door policy and they can come to
me to talk about anything at any time. For Eric Jackson, this is an indication of a
lack of competency.  The bosses who do not plan their performance reviews are
typically not great planners in their jobs. 
 
6. No pats on the back - Eric Jackson wanted to point out that these days, almost
all of us are busy and most people are overworked and under-appreciated. Many
heads of the company do not give recognition to their employees when they
perform well.
  
7. No recognition for doing the work of three (3) people -  According to Eric
Jackson, most industries have dramatically cut headcount.  As a result, the
remaining employees have been asked to take on the responsibilities of their
former colleagues. This also pertains to the lack of appreciation and recognition of
the work ethics of the employees and their willingness to fill other roles in the
organization. 
 
8. Not being truthful with employees about their performance - This refers to
the importance of accurate perception and truthful feedback concerning the
performance of the employees.
 
9. No follow-up - As stated by Eric Jackson, one of the most bureaucratic things
about performance review meetings are the forms that get filled out dutifully and
sent to HR. As part of every performance review, there should be goals set for the
coming year. The head of the company must initiate follow-up reviews to see if the
employees are on track.
 
10. No discussion around the report's career ambitions - As the head of the
company, they must also give attention to their employee's career path. This
forces the employee to look him or herself in the mirror. This can potentially
motivate employees and help them improve in their performance and continue to
grow both personally and professionally.
 
That is for the Ten Mistakes Bosses Make In Performance Reviews by Eric
Jackson. Personally, I also learned much from it. We can say that performance
reviews are one of the many ways where the head of the company can establish
his or her relationship with his or her employees. A relationship is what creates
loyalty in an organization. The head of the company can use it as a tool where
they can help their employees to develop and grow.
 
 
Now, going to the task stated in the case. I believe I must give at least three (3)
mistakes I have experienced or witnessed in my workplace and at the same what
recommendations I would suggest to correct them. 
 
1. Absence of Meaningful Communication
 
Working as a clinical nurse in a hospital, unfortunately, I experience this condition
in my working environment. Talking about performance management and
performance reviews, yes we do have annual reviews. But for me, annual reviews
are certainly one part of the picture. However, good performance management
involves reviewing performance more regularly, and in an open, meaningful way.
This means not just giving feedback on individual performance, but also receiving
feedback from your colleagues, subordinates, and other team members for
example, on leadership performance and system management in our department.
 
Communication is vital in health care. In relation to performance reviews, they
must be accurate, transparent, and subjected to a two-way process. An efficient
feedback mechanism must be established. If communication is poor, it does not
only affect the performance of health care providers, but more importantly, it
affects the quality of care given to patients. As I mentioned earlier, communication
establishes relationships. Effective communication is an essential component of
quality health care. It is well known that there is a strong correlation between the
communication skills of healthcare providers and patient health outcomes. Nurses
are at the forefront of patient care; therefore, they are responsible for
communicating patient information to any providers involved in a patient's plan of
care. It is essential to patient safety and outcomes that effective communication
occurs between nurses and providers. Poor communication between nurses and
other health care providers can have a significant negative effect on patient safety,
quality of care, patient outcomes, and patient as well as staff satisfaction.
 
Recommendations:
 
(1) Assess the Current Method of Communication
 
Before we can make improvements to the internal communication, there is a need
to assess the current efforts. As someone who works in the healthcare sector, we
already know how important it is to avoid making costly and even potentially fatal
mistakes. We must look for
any obvious gaps in the communication that result in mistakes.
 
Once we have assessed the system communication, it is time to ask for feedback
and create an internal communications strategy. A great example of good
communication is allowing the staff to have a voice, listen to their feedback, and
make appropriate changes.
 
(2) Give Healthcare Employees a Voice
 
Similar to what we mentioned above, when we give every employee a voice and
value their input, the communication between staff will improve.  Each individual
should have the same opportunity to express concerns, needs, and wants. Once
employees do not feel like their voice is being heard, good communication comes
to a halt.
 
(3) Prioritize Face-To-Face Communication
 
As we begin to use technology more and more to communicate with one another,
we must not forget about the value of face-to-face communication. In-person
meetings are critical to establishing effective communication between healthcare
professionals.
Mandatory meetings are often met with anything but enthusiasm, especially when
we have staff that may already feel overworked and spread too thin between
various tasks. 
 
Paying attention and being an active listener not only shows our staff we care
enough to be "present," but that we value their efforts and want to know more
about their experiences at work. These seemingly simple actions, if done
correctly, will set solid precedence and our staff is more likely to practice these
same actions when working with coworkers and patients.
 
2. Lack of Appreciation of Good Performance
 
When I was a volunteer nurse in the Integrated Provincial Hospital, I received
recognition for being the most outstanding nurse for the year 2016, however,
personally, I did not receive any sense of appreciation from my seniors in the
medical department. Just as low performance is often overlooked or ignored,
sadly, good performance often goes unrecognized. I believe that this can leave
employees feeling unmotivated and disconnected from the organization's common
purpose. 
 
Recommendations:
 
An organization, company, or hospital like ours should develop appropriate ways
to recognize and celebrate high-performing individuals and teams. And, although
financial rewards are commonplace, they are not the only kind of recognition.
Employees often value praise, opportunities for development, and flexibility as
much as (and often more than) financial compensation.
 
Personally, I highly suggest that the top management should exercise the
following for their top-performing employees:
 
(1) Simple Thank You
 
Even though employees are paid for what they do, a simple thank you can go a
long way. Some managers think that recognition needs to be formal. Employees
appreciate small things, and the simple verbal thank you for a job well done
communicates that their efforts are recognized and appreciated.
 
(2) Public Acknowledgement
 
Public acknowledgment is a statement of support to employees. Using public
forums to recognize employee efforts, will boost employees' motivation. 
 
(3) Provide Educational Opportunities
  
Top performers typically have an interest in learning and understand the costs
associated with increasing skills. The head of the company must recognize
employees by allowing them to take continuing education courses or attend
conferences that will enhance their skills.
 
(4) Offer Increased Responsibility
 
Employees who wish to climb the ladder recognize experience is key. The
management must use delegation of responsibilities as a reward for top
performers.   First, it tells the employee that you recognize their efforts. Second,
delegating additional responsibility can also be a step in the succession planning
and development process.
 
(5) Above Average Merit Increase
 
At the end of the day, it is about the money and employees appreciate it when
management shows them the money.
Top performers should receive higher than average pay increases to recognize
their efforts. The days of across-the-board raises are going away, and individual
efforts need to be recognized and rewarded.
 
 
3. Not Dealing with Understaffed
 
It has been a common problem for hospitals to have a staff shortage. In Integrated
Provincial Hospital, we also have this kind of problem. I experience going on to
duty and rendering 16 hours because of staff shortage. Employees in understaffed
organizations can lack a sense of control over their rapidly increasing workload.
Like for example, the hectic environment in our hospital can lead to poor work
performance and can be detrimental to the organization as a whole.
 
Recommendations:
 
For these recommendations, I would like to point out the role of leaders and
managers. 
 
Application of Nursing Leadership and Management in Staffing
 
There has been a great deal of research that has been conducted regarding the
issue of nurse staffing ratios and the impact it has on patient outcomes. Nurse
staffing in the hospitals is the main concern because of the impact it can
potentially have on the safety of the patient and the overall quality of care.
 
Both managers and leaders have certain skills that play an important role in the
success and growth of the hospital and both the patient and the employee
satisfaction. Some of these skills are integrated by both management and
leadership. 
Managers and leaders are both required to promote overall well-being and to
ensure that all needs and demands are being met for both patients and staff. 
 
Role of Manager
 
The manager should ensure that they have an adequate amount of resources and
tools to complete the work. When it comes to the issue of nurse staffing ratios, the
managers have the responsibility of making sure that the unit is staffed to meet
the demand of the patients and their level of care. Managers must ensure that the
resources that are provided to the staff are effective.
 
b
 
Leaders are those individuals that help encourage and promote the growth of a
hospital or organization. A leader motivates those around them to move forward
and promote optimal care. Leadership is something that takes work and requires
one to know their leadership skills and potential. Knowing yourself, effectively
communicating your vision, and building trust with others are all part of a great
leader.
 
This is true with nurse staffing ratios, building trust with other staff can help them
open up, and communicate how they are feeling about their job mentally,
emotionally, and physically. As a leader, you want to first establish your vision,
and see where the patient, staff, and organization would benefit. When discussing
the nurse staffing ratio, you could discuss strategies or other resources that would
take some of the responsibilities of the nurses' workload. It is important to listen
and encourage the staff to communicate with one another regarding their
concerns. 
 
Importance of Leadership Style towards Quality of Care Measures
 
There are many identified styles of leadership, and each is being used in the
nursing profession in different circumstances. Concerning nurse staffing ratio,
various leadership styles can be used, these are the following:
 
Transformational leadership -
 
Transformational leadership style is characterized by creating relationships and
motivation among staff members. Transformational leaders typically have the
ability to inspire confidence, staff respect and they communicate loyalty through a
shared vision, resulting in increased productivity, strengthened employee morale,
and job satisfaction.
 
Transactional leadership -
 
In transactional leadership the leader acts as a manager of change, making
exchanges with employees that lead to an improvement in production.
 
Autocratic leadership -
 
An autocratic leadership style is considered ideal in emergencies situation as the
leader makes all decisions without taking into account the opinion of the staff.
Moreover, mistakes are not tolerated within the blame put on individuals.
 
Laissez-faire leadership -
 
The laissez-faire leadership style involves a leader who does not make decisions,
the staff acts without direction or supervision but there is a hands-off approach
resulting in rare changes.
 
Task-oriented leadership -
 
Task-oriented leadership style involves the planning of work activities, clarification
of roles within a team or a group of people, objectives set as well as the
continuous monitoring and performance of processes.
 
Overcoming Staffing Challenges
 
(1) Increasing Labor Efficiency
 
The aim of effective hospital management must be to use staff more efficiently
instead of burdening them with overtime. By streamlining employee workflow,
hospitals can reduce the amount of time spent on administrative tasks so that
each staff member experiences less stress and has more time to focus on patient
care. A decisive factor in achieving this is the optimization of all processes,
improved management of individual competencies, and investment in appropriate
technologies that are safe to operate and that reduce employee workload, rather
than increasing it.
 
(2) Attracting and Retaining Staff
 
Employee turnover in healthcare is 30 percent higher than in other industries.
When it comes to nursing staff, involuntary terminations, excessive workload, and
relationships with supervisors and colleagues are the most commonly cited
causes of turnover. The most successful organizations have tackled this problem
by doing a better job of selecting nursing employees in the first place - by defining
important behavioral competencies, becoming better at interviewing candidates,
and using proven behavioral assessments to examine behavioral competencies.
 
(3) Creating Good Working Environment
  
A good working relationship with colleagues proves also a prerequisite for high
employee satisfaction. In the healthcare sector, this especially includes
communicative aspects. Even more so than in other industries, health workers rely
on handovers and databases to keep each other up to date. Effective
communication and appropriate information are essential components of the job. 
 
Empower Nurses to Address the Staffing Crisis
 
Nurses know the provisions that they and their team need, from patient complexity
to the layout of the nursing unit. In the face of limited federal intervention, ANA
supports a legislative model with nurses sanctioned to create flexible staffing
plans for their unit. Staffing levels would improve, and nurses would be able to
support each other when most needed. The American Nurses Association (ANA)
likewise advocates for regulated nurse staffing levels. ANA specifically says nurse
staffing ratios and patient maximums should be the purview of nurses themselves
and that any regulation must have flexibility depending on the patient and clinic
needs. 
 
This is just another instance where health care would be improved by greater
nurse involvement. Nurses must take on leadership roles, in all settings, to meet
the demands of our ever-changing health care system. The Institute of Medicine
(IOM) Report details this further, with suggestions on how nurses should be
supported to achieve greater responsibility:
 

 Nurses should practice to the full extent of their education, training, and
licensure.
 Nurses should achieve higher levels of education and training through an
improved education system that promotes seamless academic progression.
 Nurses should be full partners, with physicians and other health professionals, in
redesigning health care in the United States.
 Effective workforce planning and policymaking require better data collection and
improved information infrastructure.
 

Lastly, I would like to go back to  Eric Jackson's Ten Mistakes Bosses Make In
Performance Reviews and give my own personal recommendations.
 
Again, performance reviews are a foundational way to leverage talent, understand
needs and opportunities, and gather intelligence for making connections with
employees and larger organizational strategies. They also play a central role in
empowering employees by helping them reach their fullest potential.
 
I believe that the management should give importance to performance
management particularly the performance reviews. The poor functioning of
performance reviews is not the sole responsibility of the head of the company, but
the management as a whole. Performance review process should fit the
organizational culture and be relevant and meaningful for both the employee and
manager.
 
Performance Management Strategies
 
Define and Communicate Company Goals and Performance Objectives
 
Employees cannot meet the performance expectations or company goals if they
are not clearly outlined, making this the first step toward effective performance
management. Sometimes employers are not as clear as they could be when
outlining their goals or company objectives, and often, employees do not come
forward to ask follow-up questions when they are confused or unclear about
something. 
 
We can define and outline goals by using goal-tracking software, creating a chart
within the office, sending out an e-mail, distributing a flyer throughout the office,
holding meetings, or doing each of these things in turn.
 
Consider an Upgrade
 
Performance management software can really streamline our performance
management strategies, making it imperative that we either begin using one or at
least begin looking to upgrade. A good performance management software
system is one that both offers traditional reviews and 360s, is employee-friendly,
has an easy-to-use dashboard interface, allows for quick and actionable reporting,
and, of course, fosters employee development. 
 
Continous Performance Feedback
 
Good performance feedback reinforces strong skill sets and positive behaviors
while showing opportunity areas with a clear path for improvement. Timely
performance feedback is the best way to affirm our employees and their work
while also shaping their work effectively.
 
Peer Reviews
 
Another great way to foster effective performance management is to utilize peer
reviews, also known as 360-degree reviews.  Again, this is a feature that can be
found on most performance management software programs. Peer reviews are
useful because they allow coworkers to praise other coworkers and highlight
positive aspects of their performance, as well as point out where improvements
can be made.
This exercise helps employees to work together, build better communication, and
assess where they can improve themselves while watching their colleagues. T
 
Preemptive Management and Recognition
 
One way to guarantee results in the workplace is to implement rewards and
practice preemptive management. This simply means that our employees always
know what is expected of them so there is never any guesswork or need for
consequences in the workplace.
This starts everyone on the same footing, making a fair playing field where
expectations are set and goals are known. Rewards, or incentives, are also an
effective way to show employees that we care, that you see their efforts and are
pleased with their performance, and that we want them to keep up the good work.
 
Regular Meetings to Discuss Outcomes and Results
 
Also known as progress reports or progress meetings, setting aside time to meet
with our team and seeing how things are going with our set goals and objectives
are important for meeting those goals and objectives. These meetings can be held
weekly, monthly, or as often as you see fit. Ensure that our team knows that
attendance is mandatory. This makes the progress feedback more accurate and
allows you to make plans for moving forward.
 
Goal setting
 
Setting and discussing goals is important for creating focus, establishing priorities,
and driving employee performance. Good goal conversations help employees
progress and gain momentum.
 
Conclusion:
 
At the end of the day, performance reviews can take on a variety of shapes and
sizes. Regardless of our strategy, conducting continuous performance
conversations will help our employees, teams, and businesses succeed.