Expert answer:Week 2 Discussion-Anthony Notaroberta

Expert answer:THIS IS ONLY AN INTERPRETATION, FIVE SENTENCES AND A QUESTION IS ALL I NEED. TELL ME YOUR THOUGHTS, HAVE REFERENCES! ASK PROBING QUESTIONS AND MAKE STATEMENTS BASED OFF WHAT THEY WROTEAgency Background Information New York
City Health and Hospitals (H&H) is the largest public hospital
system in the United States. It is the safety net health system for over
one million New Yorkers (annually) and is home to the most diverse
community in the country. H+H’s mission statement is to treat all people
regardless of ability to pay, in a caring, culturally-sensitive, safe
manner. Cultural Diversity has been an integral part of H&H’s
history. Over the years, H+H has systematically developed values and
principles, and demonstrated behavior, attitude, and polices that ensure
treatment and interpersonal experiences are not only culturally
sensitive, but that they are woven into the very fabric of workplace
culture through a diverse workforce. Challenges to Human Resources H+H’s Human Resources played
a major role in easing the transition of these terminated employees
through interaction, planning next steps, providing information on
benefits the employees were entitled to, financial planning, and other
resources allocated for employees that required some type of wellness
intervention. The
reduction in workforce calls for managers engaging in work details they
might not have previously performed. While replacing their colleagues,
staff have to step into these vacant roles relying on their current
skills and attempt to enhance their tool box accepting training
opportunities afforded through HR’s workforce development. HR’s primary
focus will be to get each remaining manager the same level of basic
competence in order to perform similar duties covering different
departments simultaneously. Most
importantly, the training requirements will need to be aligned with
H+H’s vision and transformative goals (Pynes, 2013, p. 44) in order to
produce a workforce that can compete in the changing health care field.
This will require agency leaders’ support in understanding how these
industry changes will affect their business and their customers
(patients) and develop a strategic direction for HR to merge the
department needs with those of the entire organization in order to
maximize resources and cut down on waste (Pynes, 2013, pp. 44-45). This
strategic approach will become necessary due to retirements,
terminations, changes business needs, lack of raises and promotions, or
any other types of reductions in workforce. The Most Difficult Challenge What
makes the challenges even more complicated is the uncertainty emanating
out of Washington D.C. With the commitment to overturn, repeal, replace,
or modify the existing ACA totally or in part, looming in Congress, it
will be difficult for health care organizations, especially safety-net
systems, to develop long-range strategic plans with any specificity as
new legislation is written and re-written daily. A do-nothing,
bi-partisan Congress cannot agree or disagree on the most basic of
provisions. This makes organizational planning difficult if not
impossible. HR departments can provide general managerial training for
their respective managers, but will find it difficult to plan and budget
for training in skills development without knowing what will be needed,
what they have, and what they can do to fill the gaps.
Technology can play an integral part in that it can reach many employees
rather quickly should major changes in the ACA be handed down quickly,
allowing organizations some adaptability, however, without sound
information out of Washington, e-Learning systems will only be able so
much material. Posting for positions and recruiting for vacancies can
also be difficult if the characteristics needed for employment change
and the focus and mission of the agency changes based on the new
industry directives. Conclusion “The
future viability of an organization and its human resources capabilities
are interrelated and must be considered together” (Pynes, 2013, p. 62).
The training of employees, especially management staff, are essential
in turbulent times in order to make the organization more agile and
flexible to handle challenges that are further complicated by
legislative uncertainties. There are tools in place, like technology,
that can be used to rapidly train a lot of employees in a short period
of time, and help mitigate some of the market fears of being too late to
the party with their agency’s mission, vision, and achieving their
goals. References Pynes, J. E. (2013). Human Resources Management for Public and Nonprofit Organizations – A Strategic Approach (4th ed.). San Francisco: Jossey-Bass.

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