Health Workforce Essay 2022

Running head: Health workforce
HEALTH WORKFORCE
Topic: 2

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Health workforce
Introduction
The essay aims at analysing the importance of talent management in healthcare organisations.
Talent management is considered as an essential area of interest due to its contribution to
organisational health. However, not an extensive amount of researches is conducted on the
role of talent management in various types of companies. Although health service
professionals accept the significance of talent management in improving organisational,
efficiency, they often fail to consider it as an effective method of strategic implementation.
The requirement for excessively qualified staff that can be considered as talents are focused
and evident in healthcare entities.
Hence, the study seeks to analyse the talent management process, its implementation method,
performance appraisal, reaching and learning of healthcare employees. Further, it focuses on
evaluating the relation of operational and strategic planning with performance appraisal,
application process and teaching and learning. Thus, it can shed light on the impact of
applying talent management, specifically on healthcare organisations.
Talent management overview
Talent management includes several aspects, including staffing, pay structure, performance
management, and succession and staff development. According to Ingram & Glod (2016),
talent management is linked to developing a talent pool from internal and external sources,
positioning the resources adequately in central positions and working further on
organisational commitment, work motivation and extra-role attitude, which improve
corporate performance. Such a concept of talent management focuses on departing and
differentiating from the traditional approach of human resource management. It means that
the company intends to engage employees actively in organisational life for exploiting on
capabilities and developing strategies, structures and climate for encouraging people on

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central positions to promote corporate success. As stated by Turner (2017), staffing refers to
the managerial activity of hiring, selection, monitoring, training, compensation and
promotions of employees. It is the system of recruiting and selecting the needed employees to
fill different vacant positions in the company. The aim of staff development is enhancing the
effectiveness of personnel and the organisation. The process validates the commonness of
objective of all employees and the critical nature of particular skills and knowledge to fulfil
allocated responsibilities related to the attainment of the corporate goals.
Performance management involved ensuring that the organisational resources are being
appropriately used for pursuing company objectives. It is usually applied to staff
development. The cycle of performance management, include activities, which persist within
any social system, and it is concerned about enhancing itself and the way it interrelates with
the external environment (Martin, 2015). In the words of Sibbald, Wathen & Kothari (2016),
the pay structure is another element of talent management that includes different ways using
which organisations decide their pay activities. They offer guidelines for compensation,
which helps companies identifying the pay scale is in limits. Lastly, succession is the method
by which a company makes sure that staff are hired and developed to fill every role in the
company. It ensures that workers are continuously hired to fill all the vacant positions.
Application process
For applying talent management correctly, an organisation requires formulating a clear
definition of talent for engaging a wide range of stakeholders during the process. Appropriate
talent management within healthcare organisation helps in improving service user
satisfaction, reduces the rate of nurse turnover and improves productivity. Therefore, any
organisation must ensure that its talent management method is facilitating the business
creating engaged employees in offering the highest quality care to the patients (McCracken,

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Currie & Harrison, 2016). As per the viewpoint of Thunnissen (2016), a significant element
of talent management maturity is dependent on the extent to which different systems are
related, and data sharing is carried out. This relation takes place within two levels in a
healthcare organisation, which practices talent management. Job profiles and employees
profile or capability models need to be positioned in the database grid that can be accessed by
every TM system. The purpose is making them standard components influenced by different
processes including employee performance evaluation, succession planning, career
development, leadership development and candidate evaluation. Further, the data gathered
from every process need to be stored in core repository besides pivotal HR data, so that data
integration can be carried out and pulled for the purpose of analytics process and multiple
reporting.
As stated by Collini, Guidroz & Perez (2015), for proper talent management, it is necessary
to develop content-specific and generic measures of talent, so that talent can be managed
accurately considering situational needs. A business manager needs to understand the
context-specific standard, as multiple types of functions are there in a healthcare organisation.
For obtaining in-depth knowledge regarding performances, capabilities and employee
competence, a healthcare entity must apply a process for identifying talent. Such a process
must offer information about education, personal characteristics, skills and required
behaviour. Thus, the management can decide what competencies the employee needs to
develop for performing his/her role effectively.
Performance appraisal
A performance appraisal refers to a consistent examination of a worker's performance and
overall influence on an organisation. It is also called an annual review or employee appraisal
that evaluates skills, growth and achievement of employees. It is designed to analyse