Jennifer L. Naegeledr Ken Zulahad February 12, 2020 Discuss

Jennifer L Naegeledr Ken Zulahad 504february 12 2020discussion Bo

The executive leadership team has informed you that your department has continued to lose money despite turnaround efforts and the department will be subject to a re-engineering process or right-sizing project. You are to develop a rationale and procedure for identifying people for inclusion in an anticipated layoff. This must use some process other than straight institutional seniority and it should not be the particular model provided in the chapter.

You are then to defend this model and explain why you believe it to be legal and non-discriminatory. Finally, describe how you believe your model serves the organization while being as fair as possible to the affected employees. References Fallon Jr., L. Fleming, & McConnell, Charles R. (2019). Human Resource Management in Health Care Principles and Practice. Burlington, MA: Jones & Bartlett Learning

Paper For Above instruction

The necessity for effective right-sizing within healthcare organizations often confronts a delicate balance between operational efficiency and fairness to employees. In the context of a department that continues to operate at a loss despite prior turnaround efforts, selecting the right employees for layoffs requires a methodical and equitable approach that moves beyond simple seniority-based decisions. This paper proposes a structured model based on performance metrics and contribution to organizational goals, aligning with legal standards and promoting fairness.

Proposed Model for Layoff Selection

The model centers on a combination of performance evaluation, skill relevance, and contribution to organizational success. Key components include:

• Performance Ratings: Employing comprehensive performance appraisals that measure individual contributions, quality of work, and reliability over a defined period.
• Skills and Competency Relevance: Assessing employees' skills in relation to current and future organizational needs, prioritizing those with critical skills necessary for operational continuity and growth.
• Productivity and Impact: Measuring each employee's actual impact on department outcomes, including efficiency metrics and quality indicators.
• Potential for Redeployment: Considering employees' capacity for retraining and redeployment to different roles within the organization to preserve employment where possible.

This multi-criteria approach ensures decisions are based on objective, measurable factors rather than seniority alone, thus supporting a fair and transparent process.

Legal and Non-Discriminatory Justification

This model complies with legal standards by avoiding discriminatory bases such as race, gender, age, or disability status. Performance evaluations are documented and standardized to prevent bias. Focusing on skills, impact, and potential for redeployment aligns with legal principles of employment fairness, provided that documentation is thorough and consistently applied (Fallon & McConnell, 2019). Additionally, employers should ensure that all assessments are conducted by trained personnel and that employees have an opportunity to respond or appeal decisions, further reinforcing the fairness and legality of the process.

Serving the Organization Fairly

The proposed model aims to serve organizational interests by selecting employees based on merit and contribution, thereby fostering a culture of performance excellence and accountability. It balances organizational needs with fairness by providing clear criteria that are communicated to all employees, emphasizing transparency. Furthermore, by considering redeployment opportunities, the model demonstrates a commitment to employee dignity and alternative employment pathways, mitigating the negative impact of layoffs. Such an approach aligns with ethical HR practices and enhances organizational reputation.

Conclusion

In economic downturns or restructuring scenarios, a fair and legally compliant layoff selection model is indispensable. The proposed performance-based, skill-oriented, and impact-driven approach ensures decisions are objective and justifiable. It minimizes discrimination risks and promotes organizational effectiveness while respecting employees' rights. Ultimately, applying such a model facilitates prudent staffing reductions that serve both organizational sustainability and employee fairness.

References

• Fallon Jr., L. Fleming, & McConnell, Charles R. (2019). Human Resource Management in Health Care Principles and Practice. Burlington, MA: Jones & Bartlett Learning.
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