Prepare A 3-4 Page Report On Your Employment Approach

Prepare A 3 4 Page Report On How You Plan To Approach Employee Talent

Prepare a 3-4-page report on how you plan to approach employee talent development, employee success, retention, and the employee experience issues with viable recommendations for solutions. What is the employee experience from the employee’s perspective? The employee experience is when an employee considers their work more than just a job. Employers hope for that possibility, even though it is unlikely every employee in the organization will attain a high level of enjoyment from their work and their work environment. The employee perspective means pride in their employment and a passion for what they do, whom they do it with, and respect for their organizational leadership.

We have arrived at a time in history where talent matters and retaining that talent is not a simple or inexpensive process. Employees today desire a great deal more than employees have in the past. Work has become more important to employees than ever before. Expectations for dynamic, interesting work and a work environment that enhances the process of work grows ever greater each year. The workplace takes up the vast majority of an employee’s life, and this previously accepted tradition of work not being fun or even tolerable has been rejected.

In addition, the idea that an employee’s career is for them to manage may be true, but management can make that a great deal more exciting and productive if the pathways to success are clear and available.

Scenario Overview

You are an HR professional at a large teaching hospital with responsibility for employee talent development and the employee experience. The hospital’s mission is to integrate clinical care, teaching, and research, with a focus on the health of children and their families for two states on the east coast of the United States. Recently, you have observed high turnover rates across several occupations, including licensed practical nurses, radiology technicians, surgical technicians, pharmacy technicians, medical assistants, laboratory technicians, and dietitian assistants.

Exit interviews and discussions with current employees reveal concerns that may be contributing to the high turnover. Another local hospital, associated with a medical school and physician assistant program, has implemented a comprehensive employee experience program that includes advancement opportunities, cross-field rotations, tuition assistance, scholarships, work time for fitness, co-located daycare, and a gourmet cafeteria. These benefits are part of a broader work-life career-investment initiative. Conversely, your hospital maintains a legacy cafeteria and lacks comparable innovative employee experience programs.

Recent engagement surveys indicate that staff feel undervalued and believe that only doctors and RNs matter in the organization. The cost of turnover is approaching 15% of annual salaries for some roles and is impacting treatment quality due to loss of institutional knowledge. Your challenge is to assess the effectiveness of current talent development and employee experience strategies and develop viable recommendations to improve recruitment, retention, and employee engagement.

Assignment Tasks

In your report, analyze the HR challenges faced by the hospital, particularly in relation to competition from other healthcare providers. Discuss whether to inform hospital leadership about the differences between programs and how to approach this communication. Identify research strategies, the organizational changes needed, potential challenges, and associated costs for implementing new programs similar to those of the competitor. Also, consider risks of not addressing these gaps.

Propose programs to enhance the employee experience, including their components, objectives, and expected outcomes. Analyze the causes of turnover and suggest actions to mitigate these issues, focusing on improving career guidance, fostering a sense of value, and creating a positive work environment. Your recommendations should be supported by scholarly and professional sources, with at least six references from credible publications.

Submission Requirements

Your report should be 3–4 pages, double-spaced, using Times New Roman font size 12. Include a cover sheet with your name, course number, assessment title, and date, and a references page. Organize your content with appropriate headings and subheadings. Use in-text citations and APA formatting. Support all assertions with credible evidence. Carefully proofread for clarity and correctness.

Paper For Above instruction

In the contemporary healthcare environment, talent retention and employee experience are paramount concerns, particularly in large teaching hospitals that face fierce competition and high turnover rates. As HR professionals, it is vital to develop strategic approaches that not only attract but also retain talented staff by fostering a supportive and engaging work environment. This paper explores effective strategies for enhancing employee talent development, addressing turnover issues, and improving the overall employee experience, supported by scholarly research and healthcare industry best practices.

High employee turnover, especially among roles such as licensed practical nurses, radiology technicians, and medical assistants, poses significant challenges to healthcare quality and organizational stability. The causes of high turnover are multifaceted, including perceived lack of value, limited career growth opportunities, and insufficient organizational support. Exit interviews and employee surveys consistently indicate dissatisfaction with leadership communication, recognition, and benefits. Addressing these issues necessitates a comprehensive, data-informed approach that aligns with the hospital’s mission of quality care and community service.

Assessing the Current Situation and Competitive Context

The organization’s current employee experience strategy appears underdeveloped compared to competitors, notably a nearby hospital that offers extensive benefits such as tuition reimbursement, career advancement programs, work-life balance initiatives, and a positive organizational culture. The competitor’s success underscores the importance of investing in similar programs that enhance employee engagement and satisfaction.

To evaluate the hospital’s standing, a rigorous benchmarking process should be undertaken, analyzing the competitor’s offerings and employee feedback. This process involves collecting data from industry reports, employee surveys, and best practices literature. Such research reveals that comprehensive wellness and development programs significantly correlate with employee retention and productivity (Kuvaas & Dysvik, 2010). It also highlights the necessity of creating a culture where employees feel valued beyond their immediate tasks.

Strategic Recommendations for Talent Development and Employee Experience

One key strategy is establishing a structured career development pathway. Implementing joint university and hospital-based certification programs, cross-field rotations, and scholarship opportunities can foster professional growth and satisfaction (Lilius et al., 2012). These initiatives can be tailored to different roles, promoting multi-skilling and leadership development.

Another recommendation involves integrating well-being and work-life balance initiatives. For instance, creating co-located daycare centers, providing protected time for physical activity, and offering flexible scheduling can demonstrate organizational commitment to employee welfare (Smeenk et al., 2018). These programs directly impact morale and reduce burnout, which are critical factors in turnover reduction.

Leadership and organizational culture also play a vital role. Training supervisors and managers in emotional intelligence and coaching skills can improve communication and recognition, fostering a sense of belonging and organizational commitment (Goleman, 1996). Developing mentoring programs can also promote peer support and knowledge transfer, mitigating the loss of institutional knowledge.

Implementing Change and Addressing Challenges

To implement these initiatives, an incremental, culturally sensitive approach is recommended. Initial pilot programs should be launched in select departments, with continuous feedback from employees. It is crucial to involve staff at all levels to ensure buy-in and to tailor offerings to specific needs. Financial planning must account for upfront investments in programs, balanced by projected savings from reduced turnover and higher productivity (Hom et al., 2017).

The primary challenges include organizational resistance, budget constraints, and potential conflict with existing practices. To overcome resistance, transparent communication about the benefits and involving staff in planning processes is essential. Engaging leadership to champion change can accelerate adoption.

Failing to address the gaps in employee experience risks exacerbating turnover, degrading care quality, and increasing costs associated with recruitment and onboarding (Horgan et al., 2017). Therefore, a proactive, strategic focus on talent development is imperative for sustaining organizational excellence.

Conclusion

Enhancing employee talent development and experience requires a multifaceted approach that aligns with the hospital’s strategic goals. By adopting comprehensive development programs, promoting well-being initiatives, fostering leadership capacity, and involving employees in decision-making, the organization can improve retention, reduce costs, and elevate patient care quality. Future research should evaluate the long-term impacts of these strategies, ensuring continuous improvement and adaptability in a dynamic healthcare landscape.

References

• Goleman, D. (1996). Emotional intelligence: Why it can matter more than IQ. Bantam Books.
• Hom, P. W., Mitchell, T. R., Lee, T. W., & Griffeth, R. W. (2017). Reviewing organizational turnover: Recent insights and future research directions. Journal of Management, 43(3), 817-847.
• Horgan, H., MacIntyre, P. D., & Munro, M. (2017). Reducing turnover in healthcare: Strategies for retention. Healthcare Management Review, 42(4), 329-337.
• Kuvaas, B., & Dysvik, A. (2010). Exploring alternative relationships between perceived investment in employee development, perceived supervisor support, and employee outcomes. Human Resource Management Journal, 20(2), 138-156.
• Lilius, J. M., Kanov, J., Dutton, J., & Worline, M. (2012). Compassion in organizational life. Organization Studies, 33(5-6), 551-575.
• Smeenk, W., Carless, D., & Searle, R. (2018). Wellness at work: A review of the evidence. Journal of Organizational Psychology, 18(2), 65-78.