Rural Health Education Foundation - Case Study Example

Running Head: HUMAN RESOURCE IMPLICATIONS A Case Study: Rural Health Education Foundation Name Institution Date Contents Contents ii Executive Summary iii 1.Analysis of the strategic plan 1 2.History 1 2.1.SWOT Analysis. 2 3.Human Resource Implications 3 3.1.Employee learning and development 3 3.2.Rural Health Education Foundation recruitment and maintenance of highly motivated employees 4 3.3.Knowledge and leadership management 5 3.4.Staff cohesion and team work. 6 4.Human resource policy 7 4.1.Recruitment and maintenance of highly motivated employees’ policy statement 7 4.2.Employee learning and development policy statement 8 5.Strategic Human Resource Plan 8 5.1.Objective One 8 5.1.1.Background 9 5.1.2.Strategic Recruitment and Maintenance Plan 9 5.1.3.Major Assumptions 10 5.1.4.Contingency Plan 10 5.1.5. Ethical considerations 10 5.2.Objective 2 10 5.2.1.Background 11 5.2.2.Strategic learning and development Plan 11 5.2.3.Major Assumptions 12 5.2.4.Contingency Plan 12 5.2.5.Ethical considerations 12 Rural Health Education Foundation Executive Summary Every organization has a strategy through which they seek to meet their various goals and objectives. The Human Resource department has a huge role to play in ensuring that this is successfully achieved. Their chief goal involves maximizing the potential that the organization has by using the available human resources. Without the activities they supervise, companies could not function successfully or fulfill their goals. One key role of the HR towards promoting the achievement of organizational objectives and goals is to develop a Human Resource Strategic Plan that aligns every Human Resource with organizational priorities and directions. In this regard, the HR seeks to address the learning needs of employees in addition to provision of employee support services. Rural Health Education Foundation has not been left behind in this as she seeks to develop and maintain highly motivated employees. 1. Analysis of the strategic plan Rural Health Education Foundation identifies three key objectives in her strategic plan for the period beginning 2010 to 2014. With regard to education, the organization aims at creating educational products that are effective and distribute them via accessible and relevant channels. She intends to fulfill her marketing and communication role to the stakeholders through consolidating, solidifying and growing her reputation in addition to increasing her profile with the stakeholder. This is to be achieved through the establishment of an effective and functional marketing and communication sub-committee. The financial objective of Rural Health Education Foundation is to ensure organizational sustainability by securing a steady stream of income. This income is to be used in longevity, diversification and expansion. The organization targets to have the funding raised to $5 million by the year 2014/15. This is so as to meet her aim of attaining sustainability (Bhattacharya & Wright, 2005). Culturally, the organization targets to ensure that there in change in behavioral practices and offer relevant services to the rural communities. 2. History Rural Health Education foundation was established in 1992. It is a nonprofit organization that strives to improve the health and welfare of rural and poor Australians. The main aim of this organization is to offer independent, accredited education services to practitioners and health professionals working in remote rural areas in Australia. They concentrate with the health, medical and educational needs of aboriginal and Torres Strait Islander people. Any donation above $2 is tax deductable as the raw of Australia governs. 2.1. SWOT Analysis. This SWOT Analysis identifies the environmental factors (internal and external) that influence the strategic plan. STRENGHTS WEAKNESSES Have a strong reputation within the policy community Good links with the health and education ministries strong partnerships and relations proven NGO track record for delivery and capability Willingness of the public to take active roles in their own health care. growing emphasis on health promotion Availability of professionals trained at degree level. commitment to education improved livelihood of the poor Vulnerability to vital staff being sick, leaving, etc. lack of funding and resources Changing donors demographics weak community organizing Variable political support lack of coordination amongst the stakeholders Present professional leadership is thin for development of higher level professional skills. poor support from the government officials OPPORTUNITIES THREATS working on a concerning issue The government listens to local NGOs Support from other NGOs from the all regions Greater focus on corporate donors; and engaging the private sector. value adding to the community improving professionalism through education Lack of long term funding government policy changes media spoiling of risk factors and impact on health priorities among the poor lack of long term plans by the local government. poor state of transport infrastructure making it hard to reach the vulnerable population 3. Human Resource Implications Four HR (Human resources) implications are identified from the SWOT analysis of the strategic plan for the period beginning 2010 to 1014. These are: Employee learning and development Rural Health Education Foundation recruitment and maintenance of highly motivated employees Knowledge and leadership management Staff cohesion and team work. 3.1. Employee learning and development Training and development are very essential in Rural Health Education Foundation in ensuring that the organization’s staff members remain at a better position in training. This is because the organization targets to transform the rural community through training. If her staffs lack the adequate skills and knowledge to address the main issue that may come up during community and health staff members in the rural areas training, trust will be lost making it hard to change the community behaviors (Mullins, 2005). They also need to be trained in topics relevant to health issues for the rural communities to ensure that information spread to the community is relevant and that the community beliefs and culture are respected. According to Bhattacharya & Wright (2005), this reduces resistance to change thus making it possible for her to achieve set goals and objectives. Since the community will be advance as training is done, there is need that Rural Health Education Foundation be ahead in terms of gathered knowledge. Gathered knowledge will also be important in decision making since the organization is involved with daily interaction with individuals of all levels of learning and social class. Staff training in Rural Health Education Foundation is also important in ensuring that employee personal goals are aligned with the organizational goals. This has been attributed to high productivity in many organizations. 3.2. Rural Health Education Foundation recruitment and maintenance of highly motivated employees A highly motivated workforce is essential in Rural Health Education Foundation where the main focus is to achieve behavioral change and adoption of workable health practices. This requires that qualifies, hardworking and efficient employees be recruited. In addition, retention of this employees must be ensured as this reduces on the operation const and results to high levels of employee satisfaction. Employees find contentment in the rewards they receive as they feel appreciated and become more comfortable in the working environment. The reward system should be designed in such a way that it is employee motivation is enhanced. Highly motivated employees have been found to be very efficient in service delivery hence increasing organizational productivity which is very important if a company is to maintain competitive. For Rural Health Education Foundation, maintaining a highly motivated work force will ensure high productivity and hence attraction of more sponsors. This will add to achievement of the objective of attaining consistent and adequate funding (McMahan, 1992: 298). Rural Health Education Foundation will therefore need to consider: Streamlining recruitment by establishing a recruitment criterion and a professional team to interview prospective employees Establishing and adequate and effective training and development program for her employees Implementing a reward system for employees who perform exceptionally. 3.3. Knowledge and leadership management Rural Health Education Foundation will be disseminating a lot of information to the community members and her employees. This knowledge may not be needed at that moment but will be important in the future. At least 20% of employees in every organization have knowledge that they will need to utilize in the next ten years (Coffman & Gonzalez-Molina, 2002). There is need for the organization to establish a means that that knowledge is well maintained and managed. The organization must also ensure that there is sustainable learning, continuity of leadership and effective people management strategies. This will require development of leaders and organizational managers in every level of operation. In addition to this, there is need for continuous learning for those in managerial and leadership levels to improve their skills on management of people. Rural Health Education Foundation can consider: Establishing mentoring system for those in the management and leadership position Identify incentives that would motivate leaders and managers to increase their education such as promotions and salary increments on the basis of educational level and competency in service delivery Establishment of an information control systems 3.4. Staff cohesion and team work. Rural Health Education Foundation is involved in dealing with human beings who are by nature social beings. From the SWOT analysis of the strategic plan, it is evident that staff cohesion and team work is important if the organization is to be successful. Team work and cohesion among the employees determines their level of engagement in everyday activities and hence organizational productivity. Towers Perrin (2006) asserts that, there are certain factors connected to the roles of leadership termed as essentials based on levers of engagement. These include; interest of employee wellbeing through proper management, challenges experienced during working, authority in decision making, customer satisfaction, advancement in companies career opportunities, reputation of the company and collaborative working environment where team work is exercised. Promoting collaborating among the work force will not only result to efficiency in service delivery but will attract donors as well. Rural Health Education Foundation can consider holding team building activities such as games which have been found to promote cohesion among employees (Welbourne, 2007). In addition, conflict management skills must be exercised to ensure that conflicts are well managed and do not result to souring relationships among employees. 4. Human resource policy In developing human resource policy, the two most important Human resource implications that will be addressed are Rural Health Education Foundation recruitment and maintenance of highly motivated employees Employee learning and development The policy statements developed hence are; 4.1. Recruitment and maintenance of highly motivated employees’ policy statement This policy is aimed at ensuring that only highly qualified and motivated employees for different position are recruited for that particular position in the organization. It involves the selection of employees who are self driven and are in a position to align personal goals and objectives with those of the organization (Coffman & Gonzalez-Molina, 2002). As a result, the recruitment process and procedure in designed in such a way that only employees who are in a position to manage people, embrace challenges as an opportunity to learn and cope in fast changing working environment are recruited. This will drive Rural Health Education Foundation to success and promote her image thus attracting more sponsors. To ensure that this is achieved, the recruitment process must be transparent, equitable and fair (Monks and McMackin, 2001). Rural Health Education Foundation is of the view that employees be selected on merit in relation to educational level, past experience, personal skills and personal characteristics that enable one to cope in any cultural environment. This will go hand in hand with advertisement and provision of equal opportunities for development. In addition, promotion of employees will be on merit determined by performance appraisals and added value learning. This is likely to motivate employees to hard work and provision of efficient services. 4.2. Employee learning and development policy statement Rural Health Education Foundation believes in development of employees’ skills and knowledge in developing efficient service delivery mechanisms. It is for this reason that she is committed to the provision of learning, training and mentoring opportunities to her workforce. Rural Health Education Foundation respects the idea that human resource capital is the most important capital to her success and also the most valuable investment she can ever make. It is therefore her obligation to provide effective and equitable learning opportunities for her employees. This will be achieved through workshops, seminars and training sessions for her employees. A major component of this policy is the introduction of mentors for new employees and those employees that are promoted to new positions. 5. Strategic Human Resource Plan 5.1. Objective One Recruitment and maintenance of highly motivated employees 5.1.1. Background Rural Health Education Foundation has basically been recruiting employees on the basis of first come first served. The new organizational strategy draws a focus on employee qualification and capability to cope in the changing cultural environment (Black, 2003), so as to attain Rural Health Education Foundation strategic plan. 5.1.2. Strategic Recruitment and Maintenance Plan Objectives Strategic Alignment Timing and Resources Milestones Measures 1. Employ and maintain highly motivated and qualified employees to increase productivity and attract more donors Building employees to align personal objectives with organizational objectives Make advertisement for vacant positions within seven days. Recruitment requirement adjusted on annual basis Number of employees retained over a period of 1 year Number of new leaving the organization within 1 year after recruitment Minimum turnover of newly recruited staff Reviews by customers on the recruitment process Recruitment within time frame Employee retention rate Employee satisfaction surveys 5.1.3. Major Assumptions Rural Health Education Foundation has a board that recruits new employee Existing procedures are easily adjustable to suit the strategic requirements 5.1.4. Contingency Plan Risk Risk Mitigation Strategies Unavailability of highly skilled and motivated employees for different position Make timely announcements for vacant position and using different modes of advertisement so as to reach as many people as possible Empowered and highly motivated employees strive for the few managerial and leadership positions Develop a clearly outlined promotion criteria and program for employee engagement in decision making process 5.1.5. Ethical considerations Ensuring equal opportunities for recruitment for interested candidates Employee information confidentiality is maintained especially the medical records 5.2. Objective 2 Employee learning and development 5.2.1. Background Rural Health Education Foundation has been offering one week training once new employees are recruited and whenever a new procedure of operation is introduced. The new organizational strategy draws a focus on employee development through the developing of learning organizations. With increased competition and high demands posed by sponsors (Black, 2003), the new strategy is necessary for Rural Health Education Foundation in attaining the strategic plan. 5.2.2. Strategic learning and development Plan Objectives Strategic Alignment Timing and Resources Milestones Measures 1. Develop a highly skilled work force and hence a high productivity Establish a training program aligned with the organization’s strategic plan Addressing employee learning needs within 30m days after the request is made. Establish a consistent training program with at least one training session every three months Number of employees trained in every session Number of leaders and managers attending development programs every month. Minimum training conducted every year Tests after every training sessions Training with the given time Leadership ratings by other employees 5.2.3. Major Assumptions Rural Health Education Foundation has an already established training program The activities conducted in the company can be adjusted so as to create time enough training time Employees will support the programs and are willing to be trained 5.2.4. Contingency Plan Risk Risk Mitigation Strategies Employees may demand salary increment due to increased efficiency and skillful development Engage in negotiations with employees and sponsors for better pay Availability of training resources Make request to a wide range of identified donors 5.2.5. Ethical considerations Ensuring that opportunities for development are equitable Ensuring that promotion is given on merit and is conducted in a transparent manner Ensuring pay increase is equitable in every position and is conducted with transparency References Bhattacharya, M., & Wright, P.M. (2005). Managing human assets in an uncertain world: applying real options theory to HRM. International Journal of Human Resource Management, 16(6), 929-948. Black, R. J. (2003). Organizational Culture: Creating the Influence Needed for Strategic Success. New York: Prentice Hall. Coffman, C., & Gonzalez-Molina, G. (2002). Follow This Path: How the World's Greatest Organizations Drive Growth by Unleashing Human Potential. New York: Warner Monks, K. and McMackin, J. (2001). Designing and aligning an HR system. Human Resource Management, 11(2), pp. 57–72. Mullins, L. (2005). Management and organisational behaviour. Edinburgh: Prentice Hall: Pearson Education Towers Perrin-ISR (2006). Engaged Employees Help Boost the Bottom Line. US: Towers Perrin-ISR. Welbourne, T. M. 2007. Employee engagement: Beyond the fad and into the executive suite. Leader to Leader, 2007 (44), 45-51. Read More