Annual Human Resources Operating Plan for Cleveland Clinic

This report presents the Annual Human Resources Operating Plan for Cleveland Clinic, including the organization's mission and vision, key objectives and strategies, corporate HR vision, environmental analysis, annual corporate HR objectives and strategies, implementation, and measurement and assessment.

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Annual Human Resources Operating Plan
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Table of Contents
Annual Operating Plan for the Human Resource Department of Cleveland Clinic..................2
1. Organization’s Mission & Vision.......................................................................................2
1.1. Key Organization Objectives..........................................................................................2
1.2. Key Organization Strategies........................................................................................2
2. Corporate HR Vision..........................................................................................................3
3. Corporate HR Environmental Analysis..............................................................................4
3.1. HR SWOT...................................................................................................................4
4. Annual Corporate HR Objectives and Strategies...............................................................6
4.1. Annual Corporate HR Objectives................................................................................6
4.2. Annual Corporate HR Strategies.................................................................................6
5. Implementation of AHROP................................................................................................7
6. Measurement and Assessment of AHROP.........................................................................8
7. References...........................................................................................................................9
8. Appendix...........................................................................................................................11
A. HR Gap Analysis.......................................................................................................11
B. HR SWOT Analysis..................................................................................................11

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Annual Operating Plan for the Human Resource Department of Cleveland Clinic
1. Organization’s Mission & Vision
The mission of Cleveland Clinic is to provide with better care for the sick individuals,
investigating or diagnosing their problems and providing the ones they serve with further
education. In addition to this, the organization’s vision is to strive in order to be the globe’s
leader in clinical outcomes, patient experience, education and research. The founders of the
clinic believed in a diversified workforce, considering them to be a single unit (Cleveland
Clinic, 2007). This sort of efficiency, shared vision and cooperation has helped in fostering
excellence in research, education and patient care (My.clevelandclinic.org, 2018).
1.1. Key Organization Objectives
According to Adams (2011), organizational objectives can be regarded as the short or
medium term goals, which the organizations seek to accomplish. In order to carry out the
mission and vision and to foster group practice in medicine, the clinic should;
 Excel in the specialized medical care, which is supported by a comprehensive
research.
 Develop, evaluate, share and apply new technology.
 Attract the qualified scientific, support and medical staff.
1.2. Key Organization Strategies
As per Beinhocker & Kaplan (2003) opinion, the organizational strategy can be
referred to the sum total of the actions, which the company intends to take for achieving the
long term goals. The key strategies of the organization are to;
 Excel in their services.

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 Provide with efficient accessibility to affordable care.
 Ensure that the organization’s quality underlies their decisions.
2. Corporate HR Vision
Cleveland Clinic is highly committed to the objectives and principles as presented in
United Nations Global Compact. So are its human resource professionals. Cleveland Clinic’s
human resource managers are highly concerned about the mission, vision and strategic plans
or objectives of the organization. The vision of the human resource managers of Cleveland
Clinic is to encourage as well as maintain a high performing culture. They motivate and
encourage the workforce to drive forward to the program and maximize performances and
develop the future capability. Moreover, the human resource professionals are instructed to
update, diversify and redesign the management programs (Cleveland County Health
Department, 2011).
The management development programs ensure that the organizational managers as
well as the employees reach their fullest potential. In addition to this, it falls under the
responsibility of the human resource managers to facilitate employee engagement. The
human resource managers of Cleveland Clinic encourage the positive organizational culture
and also innovation as well as collaboration. The manager work in collaboration with the
department of Communications in order to run the employee engagement survey, held
annually. Moreover, they take the required follow up actions. Furthermore, reviewing and
updating the teams with proper organizational objectives is highly important (Bennett &
Brush, 2007).
In addition to this, the mission of the human resource professionals is to ensure better
practices, excellent human resource services delivery as well as legal compliance. The work

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plan objective of the human resource managers of the clinic is totally linked with the four
human resource strategic objectives. They are;
 Continuously reviewing the employment practices and policies in order to ensure their
compliance with the best HR practices and current legislation.
 Providing day to day specialized and in-depth advice to the managers.
 Delivering HR as well as Partners IT system for supporting the processes of human
resource management.
 Continuous development of the programs and delivering the trainings and briefings in
order to embed best practices within the organization (Bonn & Fisher, 2005).
3. Corporate HR Environmental Analysis
3.1. HR SWOT
Strengths
There are various strengths of the human resource practitioners at Cleveland Clinic.
Those are being discussed in this part of the report. Firstly, the company provides its
employees with universal insurance policy, which is mandatory. Secondly, the clinic bears
the healthcare expenditures of the employees’ family members. Thirdly, the organization has
a friendly working environment, where the employees react with each other in a healthy
manner. It has highly developed infrastructures as well (Chavan, 2009). The food as well as
lodging facilities are also good, which is provided by the hospital, especially to the
employees who do not live with their family members. Fourthly, the hospital works in
accordance with the norms of World Health Organization. Last but not the least; the
organization believes in hiring the most qualified professionals and encourages diversified
workforce as they do not compromise on their quality. The human resource managers are

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instructed to follow the updated recruitment as well as selection techniques (Clark & Ghent,
2010).
Weaknesses
However, along with strengths, the organization has certain weaknesses as well,
which cannot be ignored. The Cleveland Clinic does not have any proper arrangement for the
training as well as development programmers of the employees. In addition to this, the
remuneration package of the clinic is a bit weak. Moreover, the downward communication is
ineffective as well as inefficient. Lastly, the company has low employee retention techniques.
Opportunities
The company can attract the outside talent with the help of their goodwill. Moreover,
Cleveland Clinic can also take good advantaged of the knowledge for a diversified
workforce. In addition to this, the organization’s popularity will help it attract a huge number
of customers and this in turn, will give the company huge opportunities of expansion.
Furthermore, the training and skills development will enhance the number of employees.
Threats
The major threats of the clinic include, utilization of external consultants, continual
changes in the human resource managers, high level competition resulting into high attrition
and lastly, reduction in the employee expenses due to the inconsistency in the revenue
(Halepete, SheshadriIyer & Park, 2008).

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4. Annual Corporate HR Objectives and Strategies
4.1. Annual Corporate HR Objectives
According to Hariharan (2006), the objectives of the human resource managers of any
company refers to the management of the recruitment, training and staffing procedures,
enhancing team morale in order to increase the productivity. By the year 2019, the clinic will
be ranked among the top ten health specialists across the globe. Moreover, by the year 2019,
the organization will increase their capability to help the employees build up their abilities
and skills in order to deliver improved services to their patients. The organization will have
increased employee engagement in the service improvement productivity and activities. It
will have increased management and leadership capabilities in the organization. More and
more diversified workforce will be encouraged as it brings in huge talent within the
workplace. The human resource objectives also include employee recruitment as well as
retention procedures, performance appraisal, personal development plans, staff learning and
development, reward and recognition programs, leadership as well as management
capabilities, staff health and wellbeing, equality and diversity and others. In addition to this,
the organization development as well as workforce planning will be done for developing the
change strategy within the organization.
4.2. Annual Corporate HR Strategies
In the words of Hosmer (1994), the human resource strategies deals with the
employee search, training and helping them with conflict resolution processes. The annual
corporate human resource strategies typically include the talent acquisition, talent
development, performance management, culture and organizational excellence. Firstly, the
strategies of Cleveland Clinic’s human resource managers are to recruit as well as retain the
diverse workforce in order to meet the requirements of the clinic, increase the overall
performances of the open positions, which are filled within the deadline. Maintaining

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employee retention rate also falls under the human resource managers’ responsibilities.
Moreover, increasing the overall percentage of the managers along with their active positions
indicate higher satisfaction level. Furthermore, providing the development programs will also
help the staff members and the managers to accomplish their goals as well as organizational
objectives. Secondly, the human resource strategies include, increasing the percentage of the
development programs to achieve the targeted level 3 and 4 results. Thirdly, the performance
management also ensures the organization’s compensation as well as performance procedures
are executed to maximize employee performances.
5. Implementation of AHROP
The implementation of the annual human resource operational plans focus on the
administration of the policies and procedures, stand-along programs like training and staffing.
In addition to this, it also involves the personnel development department that is responsible
for managing the employees. In addition to this, the implementation of the plan also involves
in creating an expense within the organization (Halepete, SheshadriIyer & Park, 2008). The
major focus of the clinic’s human resource managers is to achieve the strategic goals and
organizational objectives. Moreover, it also includes the training programs, which are
integrated along with the clinic’s values as well as mission. Furthermore, the line managers
should share joint responsibilities at all the areas of people management and hiring
(Kendrick, 2004).
The human resource operational plan also involves the profit related objectives within
the organization. In addition to this, the staffing involves the development of the strategic
plans in order to determine how the human resource managers hire employees for the
organization. Moreover, depending on the strategic plans, it is important for the human
resource managers to perform the overall hiring procedure in a fair manner, without any

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biasness. Furthermore, they are required to hire the most deserving candidate for the welfare
of the organization. The basic workplace policies also include the development policies,
which will help the human resource managers reach their strategic goals and objectives
(O’Regan & Ghobadian, 2007).
6. Measurement and Assessment of AHROP
According to Halepete, SheshadriIyer & Park (2008), the measurement and
assessment of annual human resource operating plan refers to the approach, which engages
the human resource managers in making the policies and assessments within the organization.
The purpose and value of having the measurements is to assess the progress as well as status
of the annual human resource operating plan’s strategies. Moreover, the human resource
managers are required to access to the sensitive data, like the payment information. The
company needs to maintain a strategic plan of the human resource policies.
The strategic analysis and measurement of the annual human resources operating plan
helps in identifying the human resource issues. In addition to this, prioritizing the actions and
issues helps in drawing up the strategic plans that results into individual strategies of the
human resource plan. This will in turn, keep the employees motivated to give their best
performance (Beinhocker & Kaplan, 2003). Therefore, it can be said that the human resource
plan should be able to determine the needs for recruitment within the organization, selecting
the most deserving candidates for the organization, develop the training and development
needs, setting up incentives and compensation plans for the employees and appraising their
performances.

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7. References
Adams, A. (2011). Mapping a strategic approach to HR leadership. Strategic HR
Review, 11(1), 31-36.
Beinhocker, E. D., & Kaplan, S. (2003). The real value of strategic planning: The goal of a
strategic planning process should not be to make strategy but to build prepared minds
that are capable of making sound strategic decisions. MIT Sloan Management Review,
44(2), 71–76.
Bennett, D., & Brush, M. (2007). The annual HR strategic planning process: Design and
facilitation lessons from Corning Incorporated Human Resources. Organization
Development Journal, 25(3), 87–93.
Bonn, I., & Fisher, J. (2005). Corporate governance and business ethics: Insights from the
strategic planning experience. Corporate Governance: An International Review,
13(6), 730–738.
Chavan, M. (2009). The balanced scorecard: A new challenge. Journal of Management
Development, 28(5), 393–406.
Clark, R. L., & Ghent, L. (2010). Strategic HR management with an aging workforce: Using
demographic models to determine optimal employment policies. Population Research
and Policy Review, 29(1), 65–80.
Cleveland Clinic. (2007). Retrieved July 14, 2018, from
https://my.clevelandclinic.org/ccf/media/files/About/CC_Annual_Report_2007.pdf

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Cleveland County Health Department 2012-2015, Strategic Plan. (2012). Retrieved July 14,
2018, from http://clevelandcounty.com/cchd/wp-content/uploads/2012/11/2012-2015-
Strategic-Plan.pdf
Halepete, J., SheshadriIyer, K. V., & Park, S. C. (2008). Wal-Mart in India: A success or
failure? International Journal of Retail & Distribution Management, 36(9), 701–713.
Hariharan, K. (2006). The strategic role of human resource management. Siliconindia, 10(7),
40–41.
Hosmer, L. T. (1994). Strategic planning as if ethics mattered. Strategic Management
Journal, 15, 17–34.
Kendrick, J. (2004). Plan or die! Professional Safety, 49(3), 8.
My.clevelandclinic.org. (2018). Retrieved from https://my.clevelandclinic.org/
O’Regan, N., &Ghobadian, A. (2007). Formal strategic planning: Annual raindance or wheel
of success? Strategic Change, 16(1/2), 11–22.

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8. Appendix
A. HR Gap Analysis
Key Organization Strategies Key HR Strategies Gaps Between HR & Org
Strategies
Invest in Primary healthcare Staffing Strategy To pay attention more in the
staffing arrangement of the
organization.
Staff Engagement Downward Communication Lack of Upward
Communication
Patient Awareness Lack of Training and
Development Programs
Patients are not aware of the
cure and health problems.
Developmental Strategy Diversification Strategy More emphasis on the
recruitment of a diversified
workforce
B. HR SWOT Analysis
Strengths Weaknesses

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Internal
 Universal mandatory insurance
policy for the employees.
 Bears healthcare expenditures of the
family members of employees.
 Highly developed infrastructure
 Healthy working environment
 Food and lodging facility is
provided by the hospital for the
employees not living with their
families.
 Works with the norms of WHO.
 Hiring well-qualified professionals.
 Diversified workforce
 Up to date recruitment and selection
techniques.
 Do not have proper arrangements for the
training and development programmers
of the employees.
 Weak Remuneration Package
 Downward Communication
 Low employee retention techniques.
Opportunities Threats
External
 Can attract the outside talent with
the help of its goodwill.
 Can take advantage of the
knowledge of a diversified
workforce.
 Popularity
 Training and skills development
 Use of external consultants
 Continues change in HR managers
 High competition may result in high
attrition.
 Reduction in employee expenses due to
inconsistency in the revenue.