Organizational development, workforce planning, and succession

 Organizational development is focused on improving the efficiency and effectiveness of a workplace. As part of this process, strategic planning professionals often work with leadership teams to develop strategies for short-term and long-term organizational development, including workforce planning and succession planning. This helps ensure that health care organizations recruit, train, and retain employees that are capable of meeting strategic objectives. For this Discussion, examine the following scenario and suggest strategies for organizational development, workforce planning, and succession planning. 

 

Scenario: Myrtle Healthcare System is an integrated health care organization providing health care services in Colorado. Recently, an investigative reporter from the local television news station reported that leadership at Myrtle’s flagship hospital, Jackson Hospital, will be getting annual bonuses of $25k in December and a 10% increase in their salaries for the next year. This story comes at a time when frontline staff members have been complaining repeatedly about the deplorable working conditions and lack of pay increase in five years. Unfortunately, leadership has consistently refused to host an employee town hall meeting to discuss their concerns collectively. The employees are now asking for the union to intervene so that this matter may be quickly resolved to restore the employees’ trust in leadership and the public’s trust in the organization’s ability to provide quality patient care.

To prepare:

  • Review the scenario.
  • Consider strategies for short-term and long-term organizational planning, workforce planning, and/or succession planning.

Post: a cohesive response to the following:

Briefly describe the scenario. Recommend strategies for short-term and long-term organizational development, workforce planning, and/or succession planning. Defend your recommendations. Support your response by identifying and explaining key points and/or examples presented in the Learning Resources.

Resources:

 Walston, S. L. (2014). Strategic healthcare management: Planning and execution. Chicago, IL: Health Administration Press.
Chapter 8, “The Internal Environment and Strategy” (pp. 169–200)

Wayland, M. S., & McDonald, W. G. (2016). Strategic analysis for healthcare: Concepts and practical applications. Chicago, IL: Health Administration Press.
Chapter 16, “Organizational Culture Analysis” (pp. 111–112)

Maruyama, U. G. R., & Braga, M. A. B. (2014). Human resources strategic practices, innovation performance & knowledge management. Proposal for Brazilian organizations. Independent Journal of Management & Production, 5(3), 710–732.
Note: Retrieved from Walden Library databases.

Rahardjo, S. (2014). New roles of human resources in facing the changing challenge of business environment. International Journal of Management Research and Reviews, 4(4), 464–470.
Note: Retrieved from Walden Library databases.

Shammot, M. M. (2014). The role of human resources management practices   represented by employee’s recruitment and training and motivating in realization competitive advantage. The Retail and Marketing Review, 10(2), 18-37. Retrieved from https://pdfs.semanticscholar.org/c189/32021c74834ec2b5f1976c1716a03f2ed920.pdf

Snitko, L. T., Gasho, I. A., & Klinduhova, O. A. (2015). Competence-oriented approach to the organization’s human resources management in the turbulent environment. Asian Social Science, 11(8), 65–71. Retrieved from http://ccsenet.org/journal/index.php/ass/article/viewFile/46538/25080

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