Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.


Strategic & HR Planning

No description

Adrian Palmer

on 6 February 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Strategic & HR Planning

Strategic & HR Planning
Under the Microscope
In this presentation will will be addressing the following:

Objective of the Case
SWOT Analysis
Turnover of Physician & Nurses
Role of HR in Strategic Planning
Motivating Employees
Obtaining "World Class Care in our Local Communities"
Problem Resolution
Large Workload
Below Market Compensation
Specialty Doctors
Poor internal communication
High Turnover

Build relationship with other local care facilities
Use community outreach to provide prenatal care information
Funding is available
Children population is 33%
Elderly population is 22%
Accessibility to consumer
Low physician turnover

An annual Physician Retention Survey from Cejka Search and the American Medical Group Association (AMGA)
Poor Reputation
Disgruntled employees
The two affiliate relationships are with hospitals 90+ miles away
Avoid Nurse Burnout
What is Nurse Burnout
Nurse burnout is a feeling of suffering, most notably stress, fatigue, and general unhappiness.

Why is it important?
It can affect both an individual’s mental stability and their professional performance

Costs of nurse turnover ranges from about $22,000 to over $64,000 (U.S.) per nurse
Educational reimbursement
Educate on the signs, symptoms, causes, and coping strategies for burnout
Promote fitness and health programs
Establish work life/personal life balance
Designate stress-free areas for lunch and break periods
Healthy Living Programs & Incentives
How Are We Implementing Change?
1.Building Relationships
2. Diagnosis
3. Acquiring Resources
4. Choosing a Solution
5. Gaining Acceptance
6. Implementation & Stabilization
Change is a Process Not an Event
Through the Leadership of Human Resources
Provide direction
Lead with courage
Influence others
Foster team working
Motivate others
Develop others
Champion change
Learn continuously
Understand the Dynamics of Changes of Organizational Change

Organizational change is complex because it is involved with individuals who have unique personalities, and it produces distinct attitudes toward people, events, and happenings.
Case Objective
To identify the problems within Grayson
County Medical Center and Propose Solutions
can be operationally defined as the set of attitudes that reflect evaluations of the change process (i.e. change-related interpretations).

is seen as the behavioral attempt at non-compliance of a change process.
Reactions to Change
Increased demand for nurses
Inadequate supply of nurses reduced staffing
Increased overtime
Reduction in patient length of stay
Causes For Burnout
Havelock's Theory of Change
Our Goals
Utilize the established community outreach initiatives:
To promote healthy prenatal care
To inform the community of new hospital management
To create a new brand

Establish affiliation relationships with health care centers within 20 miles of Grayson County Medical Center
Course of Action?
Full transcript