capstone latasha davis

Running head: NOVANT HEALTH KERNERSVILLE MEDICAL CENTER OPERATING PLAN

Novant Health Kernersville Medical Center

Annual Human Resource Operating Plan

MHRM 6900-2

Walden University

April 19, 2015

2NOVANT HEALTH KERNERSVILLE MEDICAL CENTER OPERATIN PLAN

Annual Operating Plan for the Human Resource Department/Division for Novant Health Kernersville Medical Center

1. Novant Health Kernersville Medical Center Organization’s Mission & Vision: The

mission and vision of the organization is what drives the business, as well as the employee’s

morale within the business. Haines & Mckinlay (2007) state “a mission and vision

constructs the essential outline for the business to be able to successfully and competently

develop and implement objectives and strategies within the labor force” (p.4). The mission

for Novant Health Kernersville Medical Center is “to advance the well-being of the public,

one person at a time” (Novant Health Kernersville Medical Center, 2015, p.1). The vision for

Novant Health Kernersville Medical Center states “that the workers of Novant Health and

their surgeon partners, will provide an astonishing patient practice, in every aspect, every

single time” (Novant Health Kernersville Medical Center, 2015, p.2).

1.1. Key Business Objectives: Becton & Schraeder (2009) convey that “the strategic human

resources of a business contains planning and employing a set of internally reliable

strategies and practices to safeguard that the organizations human capital contributes to

overall business objectives” (p.2). This will aid the business in constructing appropriate

and accurate strategies to obtain the strategic vision. The business objectives for Novant

Health Kernersville Medical Center are:

1.1.1. Accelerate and sustain the remarkable patient experience by leveraging

diversity and inclusion.

1.1.2. Improve employee retention by fifty percent.

1.1.3. Advance service method for new and existing consumers.

1.1.4. To constantly acquire and implement existing best practices


1.2. Key Strategies: Strategic administration entails: molding, employing and running an

organization’s strategic plan on a continuous basis rather than on a sporadic basis to

ensure all aspects of the strategic vision are effective and efficient (Poister, 2010, p.4).

Molding, employing and running an organizations strategic plan constantly will permit

the business to identify potential risks and provide solutions that will obtain success and

growth for attainment of the strategic design. Novant Health Kernersville Medical Center

Strategies include:

1.2.1. Increase the establishment's status, capacity, resources and impact by

constantly upgrading its current products, amenities and internal operating know-

hows.

1.2.2. Develop groups, partnerships, joint ventures, networking, shared services

or cooperative programs with contractors, consumers or other compatible

initiatives, in order to cultivate new merchandises, markets, services or

efficiencies.

1.2.3. Endeavoring intended for modification of the organization's funding

sources as a means of attaining control over its financial setting.

1.2.4. Acquire or unify with other administrations that are well-suited with or

strengthen the business’s technology, markets, products or services.

2. HR Department Vision: Human resource professionals play a significant part in launching

the complete scheme of the business in order to convey the vision by being involved and


active with the creation of the organization’s strategy (Allen, Brockbank, Nyman, Ulrich,

Younger &, 2009, p.109) Novant Health Kernersville Medical Center human resource

department’s vision is to detect and construct systems and procedures that will support the

business in providing an outstanding patient experience utilizing the best practices within the

labor force to obtain a competitive advantage. It is imperative to have in place a mission and

vision where the human resource department can classify and implement objectives and

strategies that support the overall success and growth of the organization.

3. HR Environmental Analysis (SWOT) - Simons (2010) states, “testing the strategy of the

organization or trend employed within the organization will support the business in

distinguishing the strong and weak points” (p.1). Identifying the strong and weak points of

the organization will enable the business to refer back to the (SWOT) analysis to ensure that

operative and proficient methods are utilized to obtain organizational objectives. This same

technique is used for departments. The following is a breakout of the HR Department’s

analysis see (Appendix B).

3.1. HR Strengths – Novant Health Kernersville Medical Center’s human resources consists

of the following strength’s within the organization: competitive compensation packages

for employees, succession plan, and effective leadership in place in the c-suite,

competitive benefits, and no gaps relating to organizational benefits, efficient and

effective training and innovative technology.

3.2. HR Weaknesses – Weaknesses’ within human resources comprises the following: high

turnover ratio, weak leadership among lower level management, low employee morale,


budget constraints, ineffective training practices, subpar practices and protocol, absence

of management development in place.

3.3. HR Opportunities – Opportunities’ that are identified within this organization human

resources include: global talent, labor force growth, higher wage trends, knowledge

capital, hiring the competition’s high performing talent and additional funding for

resources.

3.4. HR Threats- Threats include: shifts in economy, Federal reimbursement, competition’s

competitive wages, competing organizations, regulatory compliance and long commuting

times for employees.

4. Annual HR Objectives and Strategies

4.1. Annual HR Objectives – In order for human resource professionals to play an

imperative role with the organization’s strategic process, they must have adequate

knowledge regarding various aspects of the strategy and financial concepts (Garey, 2011,

p.2). Human resource professionals have been examined concerning their influences on

the organizations strategic objectives (Dowell & Silzer, 2010, p.10). Outlooks of human

resource professionals within the business includes: cultivating human resource

efficiency, recognizing and supplying capable personnel who have the competencies to

attain the competitive advantage and find, improve and safeguard fundamental

organizational capabilities (Dowell & Silzer, 2010,p.10).Following the knowledge,

human resource professionals must integrate tactical goals and aims, which must be

precise in nature and are able to generate computable results (Garey, 2011, p. 2-3).

Developing objectives during the planning process enables the human resource

department to create and implement effective and efficient strategies that will help


achieve the strategic vision to obtain success and growth. When objectives are identified

human resource professionals can assess what strategies would be beneficial and play a

successful role with operations and productivity within the labor force.

4.1.1. Recruit and retain a diverse workforce.

4.1.2. Sustain a sufficient and unbiased compensation structure.

4.1.3. Ensure alignment of performance management processes are aligned with strategic vision of the business.

4.2. Annual HR Strategies – Human resource professionals play a vital role relating to the

operations and productivity of the organization as a whole entity. Aguinis (2013) states

that strategic planning entails of the businesses’ target, evaluation of challenges that may

present themselves of that target, and identifying and implementing methods to move

onward within the organization (p.60). Strategic planning within the human resource

department stated by Aguinis (2013) permits human resource managers to assess their

environment in order to enrich their capability to get used to the organization’s

environmental modifications and support the business in expecting those changes in the

near future (p. 60). Strategic planning places human resource managers in a position

where they are able to apply human resource development within the organization. Noe

(2013) states that human resource development professional’s play a key role in

instructional scheme plans, on-the-job teaching, employee performance improvement and

occupation and assignment examination (p.46).

4.2.1. Strategy – Develop an effective and efficient training system to produce high performing employee’s in order to maximize performance within the organization.

Assemble a multidisciplinary change team of leaders and personnel who are familiar with current training processes.


Ensure representation from senior, clinical and front-line employees relating to leadership and training.

Identify problems and opportunities relating to employee performance within the organization.

Review the labor force performance data.

Identify the processes where the training issues and challenges occurred within the organization.

Recognize and assess root cause analyses, failure approaches and effects analyses.

4.2.2. Strategy- Design a compensation structure to minimize turnover ratio and to retain valuable and high performing employees.

Identify what current competitors are paying employees relating to wages.

Define the compensation structure.

Tie compensation structure to the complete business strategy.

Modify organizational values and strengthen it with compensation.

Reward employee performances within the organization that drive outcomes.

Measure the organizations return relating to the invested payroll of the business.

4.2.3. Strategy- Construct and implement a performance management system using well-known components and criterions the business direction of the organization.

Identify the whole spectrum of employee performance.

Identify the organizations labor force unit actions.

Recognize employee successes that support the businesses’ objectives.

Identify how to measure and monitor performance within the organization.

Identify what successes should be involved as elements in the performance plan.

Identify and implement what element to utilize for the performance plan.

5. Implementation – Implementation of an annual human resource operating plan can make or

break an organization due to how the plan is introduced within the labor force and with

various levels of management. When implementing a new process or system the following


needs to be in place “ a leader, shared need, vision, engagement of employees, effective

human resource department decision making, organizational support and metrics in place to

monitor how the organization is performing” (Allen, Brockbank, Nyman, Ulrich, Younger &,

2009, p.155).

5.1. Constraints – Novant Health Kernersville Medical Center consist of the following

constraints: workers push back, absence of trust, over budget, lack of leadership and lack

of resources. Lack of leadership “is becoming gradually problematic to address if linking

senior administration of strategic undertakings proactively at the operating level is not

carried out successfully, perchance through poorly executed performance management

frameworks” (Chau, 2008, p.3). These constraints can hinder the operations and

productivity of this business due to ineffective implementation and practices to support

the overall human resource operating plan as a whole entity. To address the constraints

stated above it is imperative that the organization have actions plans for potential risks

and issues that could occur to ensure that the business is able to progress and maintain

success and growth overall. The action plans will act as guidelines for the business of

what steps and protocol must be utilized to stay on track with successfully and

competently implementing the human resource annual operating plan within the

organization. There will be a committee in place who monitors the potential risks and

how those risks will affect the operations of the organization. This committee will

provide effective and efficient solutions to risks that could hinder the organization

relating to productivity and success.

5.2. Collaboration –This organization will have to collaborate with others within the

organization to ensure that the implementation process of the annual human resource


operating plan is introduced appropriately and successfully, as well as fully.

Organizations can be very large, so it takes others working with HR to accomplish this.

The personnel who will be involved during the collaboration process includes: front-line

employees, lower level management, the c-suite, stakeholders and vendors. These

personnel within the organization will support the annual human resource operating plan

by applying the necessary procedures and processes to accurately implement the

operating plan to aid the organization in achieving its strategic vision. These personnel

will aid the organization in obtaining support of the plan, build effective and efficient

work groups and solidarity among all personnel.

5.3. Communications – Novant Health Kernersville Medical Center’s human resources can

effectively communicate the implementation of this annual human resource operating

plan by: utilizing a survey for personnel through the intranet, written blogs, video blogs

and emails sent directly to personnel within the organization. These various methods of

communications will permit the organization to be able to communicate effectively in a

timely manner to the right personnel who will need the valuable data.

6. Measurement and Assessment: A balanced scorecard (BSC), (See Appendix C) is

imperative for various organizations in today’s society to obtain the strategic vision

effectively and efficiently. The balanced scorecard described by Chavan (2009) says that, “it

gives the organization details regarding monetary and nonfinancial methods that make up

their system in order to obtain organizational data as a whole entity” (p.4). The concept of a

balanced scorecard being utilized within an organization is to provide the business with the

necessary feedback regarding organizational operations and production. The balanced

scorecard permits the organization to identify where they stand relating to meeting


organizational objectives and the overall strategic vision. “ The balanced scorecard is a

method where organizations are able to receive feedback and learning actions, where the

business is able to quantify where it stands involving the strategic journey of the

organization” (Chavan, 2009, p.5). Balanced scorecards allow organizations to be able to

determine if changes are needed to be implemented to aid the establishment in achieving the

strategic vision without any issues or conflict. The balanced scorecard enables the

organization to recognize “if the business is staying afloat and what interventions should be

evolved within the business. “If the balanced scorecard displays to the organization that

changes are needed, the business can redesign organizational initiatives to ensure the

balanced scorecard effectively links employee rewards to performance” (Chavan, 2009, p.6).

Balanced scorecards are significant relating to organizations because it “encourages leaders

within the organization to actively engage with the strategy implementation process, rather

than just monitoring the results” (Becker, Huselid & Ulrich, 2001, p.21). Many people

believe that a balance scorecard is just an organizational performance report; however, the

balance scored plays an essential role at measuring organizational performance and employee

development as a whole unit. If a balance scorecard is not effectively utilized within an

organization it could lead to not achieving the strategic visions and the organization failing

within the labor force relating to employee performance and efficiency. Balanced scorecards

permit organizations to be able to identify what objectives, strategies and metrics are needed

to ensure that all departments and the human resource department are operating at an

efficient and appropriate level. Balanced scorecards enables the organization to provide data

to the human resource department regarding what practices and procedures should be

implemented to achieve organizational aims. Obtaining this data will aid the human resource


department in developing and implementing valuable metrics to monitor organizational

performance and progress.

6.1. HR Metrics: The following routine human resource metrics selected to be utilized

within this organization include: cost per hire, return on investment and training

development hours. Cost per hire was selected as a metric because it is important for the

organization to identify how much it costs the business to bring in new personnel due to

having a high turnover ratio. Comprehending the financial cost of acquiring new

personnel is important because it will permit the business to identify from the training and

performance if the organization is obtaining a return on their investment. Obtaining a

return on one’s investment is important for this organization because it permits the

business to stay afloat among competitors and displays to the organizations the benefits

from investing in personnel within the business as a whole. Training development hours

is imperative as a metric because this creates further knowledge and skills that can be

implemented within the labor force from employees. Human resource strategy metrics

chosen for Novant Health Kernersville Medical Center consists of metrics to assess the

following key elements: reward system, employee training and employment of intensive

training percent. These metrics were selected because they allow the organization to

create a reward system that acknowledges high performing personnel and displays how

effective the additional and intensive training is aiding the organization in achieving its

strategic vision. Understanding how effective the current reward system and training will

enable the organization to make the necessary changes to achieve organizational

objectives. Organizational capacity, organizational effectiveness and comprehension of

business strategy and mission. These elements are important to utilize as oversight


organizational metrics because it displays how effective employees are relating to

performance, knowledge and skills as whole within the labor force. This will display if

their needs to be changes relating to how procedures and protocol are implemented within

the organization. Organizational capacity is essential for a metric due to realizing the

human capital that is in place within the organization that relates to skills, experience and

quality of service. Comprehension of the organizations strategy and mission is important

for the organization to monitor to maximize success and growth. Measuring how well

employees understand what it is the business is trying to achieve and how they will

achieve it is essential to effectively and efficiently assessing the data obtained from the

balance scorecard.

6.2. Reports Metrics to the Organization: The human resource routine metrics within this

organization will be reported to the human resource professionals in the HR department.

These human resource professionals will effectively be able to analyze the data to obtain

results that will aid the business in achieving objectives. The AHROP HR strategy

metrics will be reported to stakeholders, executive management, human resource

department professionals and lower level management. HR oversight organizational

metrics will be reported to the c-suite, human resource department, stakeholders and

lower level management. The HR oversight organizational metrics will be accessible

publicly and human resource routine metrics along with AHROP HR strategy metrics will

remain private within the organization. Monthly reports that should be reported and

distributed include: performance data relating to personnel, financial budgets, and

quantity of resources available, employees within labor force and efficiency of labor

production.


7. References

Aguinis, H., (2013). Performance Management. 3rd Edition. 60

Allen, J., Brockbank, W., Nyman, M., Ulrich, D., Younger, J., &, (2009). Hr transformation:

building human resources from the outside in.United States of America: The McGraw-

Hill Companies, Inc.

Becker, B. E., M. A. Huselid, and D. Ulrich. (2001). The HR scorecard: Linking people,

Strategy, and Performance. Boston, MA: Harvard Business School Press, 2001. Print.

Becton, B. J., & Schraeder, M. (2009). Strategic Human Resources Management. Journal For

Quality & Participation, 31(4), 11-18.

Chau, V. S. (2008). The relationship of strategic performance management to team strategy,

company performance and organizational effectiveness. Team Performance

Management, 14(3), 113-117.

Chavan, M. (2009). The balanced scorecard: A new challenge. Journal of Management

Development, 28(5), 393–406. Retrieved from the Walden Library databases.

Dowell, B., & Silzer, R. (2010). Strategy-driven talent management. (p. 10). United States of

America: Guilford Press.

Garey, R., (2010). Business Literacy: Survival Guide for HR Professionals, 2-3

Haines, S., & McKinlay, J. (2007). Reinventing strategic planning: the systems thinking

approach. San Diego, CA: Systems Thinking Press

Noe, R., (2013). Employee Training and Development. 6th Edition. 46


Poister, T. (2010). The Future of Strategic Planning in the Public Sector: Linking Strategic

Management and Performance. Public Administration Review, 70, 246-254.

Simons, R. (2010). Stress-test your strategy. Harvard Business Review, 88(11), 92-100.

Novant Health Kernersville Medical Center. (2015). Mission, vision and values. Novant Health

Organization, 1-2. Retrieved from http://www.novanthealth.org/home/about-us/mission-

vision--values.aspx

8. Appendix

A. HR Gap Analysis

B. HR SWOT Analysis

C. HR Balanced Scorecard

http://www.novanthealth.org/home/about-us/mission-vision--values.aspx

http://www.novanthealth.org/home/about-us/mission-vision--values.aspx


Appendix A

HR Gap Analysis for Novant Health Kernersville Medical Center

Key Organization Strategies

Key HR Strategies Gaps Between HR & Org Strategies

Provide a remarkable patient experience to improve the overall quality of care and

performance within the organization.

Develop an effective and efficient training system to produce high performing

employees in order to maximize performance as a

whole unit within the organization.

The necessary resources to cultivate the training system protocol and best practices

are lacking within this organization and effective communication on how to carry out this task is not present from the human

resource department and the organization.

Cultivate a rewards program to decrease the turnover ratio among employees within the

labor force.

Design a compensation structure that minimizes high

turnover ratio in order to retain valuable and high performing employees.

A gap does not exist.

Develop a high performing and diverse applicant pool within the labor force to

compete among competitors.

Hire and retain employees who are diverse and have the

capabilities to obtain the organizations strategic vision through skills, knowledge and

effective training.

Identify and create a hiring and training system that

acknowledges diverse and high achieving employees within the organization to

obtain objectives and organizational needs that

align with the strategic vision.


Appendix B

HR SWOT Matrix for Novant Health Kernersville Medical Center

Strengths Weaknesses

Inte

rnal

Competitive compensation packages for employees.

Succession plan. Effective leadership in place c-suite. Competitive benefits Efficient and effective training. Innovative technology. Higher wage trends. No gaps relating to organizational

benefits.

High turnover ratio. Weak leadership among lower level

management. Low employee morale. Budget constraints. Ineffective training practices. Subpar practices and protocol. Absence of management development in

place.

Opportunities Threats

Exte

rnal

Global talent Labor force growth Knowledge capital. Hiring the competition’s high

performing talent. Additional funding for resources.

Shift in economy. Reimbursement. Competition’s competitive wages. Competing organizations Regulatory compliance. Long commuting times to work for

employees.


Appendix C

HR Balanced Scorecard for Novant Health Kernersville Medical Center

Metric**

(Name of Metric)

Formula

(Numerator/Denominator)

% Met or Exceeded*

HR Routine Metrics

1. Cost per hire recruitment costs ÷ (compensation cost + benefits cost)

2. Return on Investment (ROI)

(total benefit – total costs) x 100

3. Training/development hours

sum of total training hours ÷ total # of employees

AHROP

HR Strategy Metrics

1. Reward System

Employee efficiency percentage divided by employee inefficiency percentage.

2. Employee Training Total # of workers receiving mandated training divided by the total # of eligible workers.

3. Employment of intensive training percent

Total number of workers utilizing the intensive training program ÷ total number of workers eligible to utilize the intensive training program

4.

HR Organizational

1. Organizational Efficiency

# Of satisfied workers divided by total # of workers.


Metric**

(Name of Metric)

Formula

(Numerator/Denominator)

% Met or Exceeded*

Oversight Metrics

2. Clearness of business strategy and mission

% of workers who comprehend the business strategy and mission divided by the total number of workers, as a %.

3. Organizational capacity

It measures the organization’s human resources, its quality, skills, and experience.

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