Implementation of the Action Plan

The quality of services provided by the hospital depends on many factors such as the staffing levels, management of the facility, competence of the staff, and availability of the entire required healthcare infrastructure. In its action plan, the management has committed itself to easing the burden by hiring additional full and part-time staff as well as coming up with suitable strategies to retain its workforce. Learn about the strategies for implementing this action plan, including outsourcing HR services and reorganizing staff retention efforts.

Running head: IMPLENTATION OF THE ACTION PLAN 1
Implementation of the Action Plan
Name
Institution

IMPLENTATION OF THE ACTION PLAN 2
Implementation of the Action Plan
The quality of services provided by the hospital depends on many factors such as the
staffing levels, management of the facility, competence of the staff, and availability of the entire
required healthcare infrastructure. However, since it has been noticed that the hospital does not
have enough personnel, it definitely cannot accomplish its responsibilities and achieve its goals
as expected. Hence, in its action plan, the management has committed itself to easing the burden
by hiring additional full and part-time staff as well as coming up with suitable strategies to retain
its workforce. However, this plan might not mean anything unless it is fully-implemented.
The first strategy that the management should apply to implement the plan is to outsource
for the services of a professional Human Resources Management (HRM) firm to recruit for it the
employees that it requires. Although all healthcare facilities have a fully-functional HRM
department, it can be a wise idea to outsource for the service because it can help in getting a pool
of highly-qualified, experienced and competent staff that the organization can rely upon to
spearhead its day-to-day operations (Twigg & McCullough, 2014). It is advantageous to rely on
the external consultants because the organization is making crucial and massive changes that
need to be handled in a professional manner. Once contracted, the consultant should, therefore,
go ahead and advertise for the vacancies, conduct interviews, and hire the most appropriate staff
who meets the requisite qualifications (Sajjadnia, Sadeghi, Kavos, Zamani & Ravangard, 2014).
However, the consultant should work in collaboration with the HRM department because it is the
one responsible for staffing purposes.
The other strategy that the management should apply when implementing this action plan
is to reorganize how to retain its staff. Since transition has been identified as one of the reasons
for the high rates of employee turn-over, it is upon the management to come up with the

IMPLENTATION OF THE ACTION PLAN 3
strategies of retaining them for the longest time possible. Hence, in its implementation plan, the
organization should begin by employing only the employees who fit into its organizational
culture and can be accommodated with ease. Besides, the management should motivate its staff
by giving them attractive ad reasonably satisfactory remuneration packages. Meaning, their
salaries and wages should be fair and enough to enable them lead a comfortable life (Bodur &
İnfal, 2015). Moreover, the management should retain its staff by providing them with all the
monetary incentives that they require such as transparent promotions, appropriate salary
increments, medical insurance schemes, parking facilities, house allowances, and pension
schemes. Finally, the retention of the staff should be done by creating a favorable working
environment that accommodates all the employees (Duffield, Roche, Homer, Buchan &
Dimitrelis, 2014). This can be achieved by involving the employees in the decision-making
processes and promoting the culture of tolerance and effective organizational and interpersonal
communication within the facility.
In conclusion, the organization is in the right path of addressing the staffing challenges
that have been hindering it from achieving its short and long-term goals. In its implementation
plan, the management must consider hiring additional personnel and providing them with
everything that can retain them within the organization for the longest possible time without
unnecessarily thinking of quitting seeking for other lucrative or better opportunities elsewhere.

IMPLENTATION OF THE ACTION PLAN 4
References
Bodur, S., & İnfal, S. (2015). Nurses’ working motivation sources and related factors: A
questionnaire survey. Journal of Human Sciences, 12(1), 70-79.
Duffield, C. M., Roche, M. A., Homer, C., Buchan, J., & Dimitrelis, S. (2014). A comparative
review of nurse turnover rates and costs across countries. Journal of advanced nursing,
70(12), 2703-2712.
Sajjadnia, Z., Sadeghi, A., Kavosi, Z., Zamani, M., & Ravangard, R. (2014). Factors affecting
the nurses’ motivation for participating in the in-service training courses: a case study.
Journal of Health Management and Informatics, 2(1), 21-26.
Twigg, D., & McCullough, K. (2014). Nurse retention: a review of strategies to create and
enhance positive practice environments in clinical settings. International journal of
nursing studies, 51(1), 85-92.