Engineering Management Report: Hospital HRM and Sustainability

This report delves into the realm of engineering management within a hospital setting, addressing critical aspects of Human Resource Management (HRM). The report begins by analyzing a case study involving a hospital's CEO and financial manager, who, with the aid of external consultants, handle HR functions. The first part of the report focuses on recommending a strategic course of action for the CEO to enhance the effectiveness of the hospital's HRM operations. The recommendations emphasize the need for a dedicated HRM team to handle various functions, including maintaining financial resources, ensuring adequate staffing levels, updating staff credentials, and addressing employee needs. The second part of the report then transitions to explore the key features essential for building sustainable HR capabilities within the hospital. It underscores the importance of strategic HR leadership, adaptability to changing business environments, personal effectiveness, and analytical skills. Moreover, it highlights the significance of role modification, effective leadership, diagnostic capabilities, and stakeholder management for a robust HR framework. The report concludes by emphasizing the pivotal role of HRM in driving organizational success, offering valuable insights for improving HR practices and fostering sustainable HR capabilities within a healthcare context.

Running head: ENGINEERING MANAGEMENT
Engineering Management
Name of the Student:
Name of the University:
Author Note:

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Executive Summary
The report is deals with answering two questions based on case study of hospital where CEO and
financial manager with weekly consultation from a third party manage the human resource (HR)
activities. The answer to the first question in the report deals with recommending a course of
action for the CEO for improving the actions of HR manager in the hospital. The second
question of the case study in the report deals with key features of building a sustainable HR
capability.

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Table of Contents
Introduction......................................................................................................................................3
1. What Course of Action Would You Recommend to the CEO in the First Hospital As a Way to
Improve the Operation of HRM at the hospital?.............................................................................3
2. What are the Key Features of Building a Sustainable HR Capability?.......................................5
Conclusion.......................................................................................................................................8
References:......................................................................................................................................9

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Introduction:
The report discusses the answer to the questions based on the case study provided on a
hospital. The first question answered in the report deals with recommendations for the course of
action of the CEO in a hospital for improving the operation of HRM (human resource manager).
The report also explains the importance of HRM for the successful running of the business. The
discussion of the second question in the report based on the given case study that deals with the
key features that are necessary for development of sustainable capacity. Thus, there are various
key points mentioned that looks after that the role of HR is sustainable for an organization. In the
report, one can find the mention of the activities of the HR in keeping a track of all the records
and ensuring effective running of the organization. The report also mentions that HR is also an
integral part of an organization responsible for maintaining the client and staff relationships and
understands the client needs effectively.
1. What Course of Action Would You Recommend to the CEO in the First Hospital As a
Way to Improve the Operation of HRM at the hospital?
The CEO of the first hospital is trying to carry on the HR facilities and function with the
help of his finance managers without having a dedicated HR department. Although, they are
trying to maintain all the HR functions but with their share of responsibilities, they are not being
able to carry that out effectively (Susomrith & Brown, 2013). That is the reason for absenteeism,
shortages of staffs and industrial disputation. Therefore, the hospital must have a dedicated HRM
who will initiate responsibilities both for the non-clinical and clinical staffs so that they
effectively deliver service to the patients. A dedicated HRM is necessary for carrying out the
following functions that will enable the hospital to run better. Therefore, recommendations made

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to the CEO of the hospital for incorporating a dedicated team that operation of the HRM in the
hospital who will be responsible for carrying out the following functions.
Maintaining Profits and Budget:
The HRM holds the responsibility of being loyal to the organization. Therefore, the
hospital must depend on the careful decisions of the HR in maintaining the financial resources
while maintaining the stockholders profit and the owners (Joshi & Ratnesh, 2013). If there is a
need for recruiting additional staffs or reducing the doctors, the HRM carry out the activity
within the framework and parameters of the budget of the hospital.
Ensure the number of Staffs Meets the Appropriate Need
The role of the HR manager is to ensure that each department of the hospital have
sufficient amount of staffs. This is because, the HR managers keep track of the department head,
past staff counts and the present needs of the patients (Mannan,, MacLachlan & McAuliffe,
2013) HR also takes immediate action to meet the absenteeism by finding replacements on an
immediate basis. Therefore, the HR managers also have the responsibility of maintaining good
relationships with agencies of medical staffing
Ensure updated Credentials and Training
The HR manager also plays a important role in renewing the licenses of the staff
members. The professionals attached to the medical professional must renew certifications in
order to continue with the license (4). This HR manager maintains a record of such needs and
accordingly can arrange for opportunities and on the job training facilities so that the
professionals can earn the required educational credentials.

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Ensure Staff Needs are Met
The HR manager and the team also ensure that employees benefited and employee
performance monitored. Be it an issuance of an insurance coverage for a new baby or a
grievance everything falls under the HR responsibility. They also keep track of the staffs going
for extended leaves and temporarily replace their positions so that adequate staffs members are
present(Arnold, Coran, & Hagen, 2012). This is necessary because a hospital cannot operate
effectively in the absence of its primary staff. Hospitals are a place that operates on a 24-hour
basis that makes the role of HR all the more crucial.
2. What are the Key Features of Building a Sustainable HR Capability?
This is to be understood that the business, social and political ambience are changing
rapidly and therefore business must continuously respond, restructure and refocus for coping
with changing needs of the diverse demands. This is also increasing the need for individuals and
teams that ensure high performance. Therefore, there has been need for a strategic focus and
greater capacity for the delivery of the human resource process and strategies. The organization
should ensure sustainable HR capabilities so that the HRM can cooperate with line managers,
have ability to plan and design system, have ability to diagnose opportunities and problems and
ensure proper intervention and process and above all ensure delivery of promises (Singh et al.,
2012).
The HRM uses strategic HR leadership to assist line managers for solving management
problems related real people and thereby building effective relationship with them for
understanding the business needs. They also enable collaborating with the middle managers for
delivering business results through people (Longenecker & Fink, 2013).

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The role played by HRM is therefore to create a sustainable mission, vision and strategy
for the effective functioning of the organization. They are the people who help in accessing and
evaluating the mission and vision of the organization and makes sure that they are addressed
with a sustainable approach. They also initiate a perspective that not only helps in developing a
compelling business of the organization.
In this context, the organization must also ensure the following for sustainable HR
capability:
Modification of the HR Role:
The organization must ensure that the HR must know his/ her role in accordance with the
organizational strategies so that they are easily able to cope and taking decisions as per the
change in business in greater perspective
Personal Effectiveness:
The organization must make sure that the HR managers are proactive to align with the
changing business scenario and capable enough to build a mindset and initiate actions
accordingly that will ensure effective decision-making (Ulrich et al., 2013).
Effectiveness in Leadership:
The organization must ensure that the HRM understands its role and competencies so that
they can ensure effectively implement them.
Be Analytic and Diagnostic

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The organization must make sure that the HRM effectively identifies the client needs and
take decisions accordingly (Armstrong & Taylor, 2014).
Effective Implementation
Organizations must look for HRM who are efficient enough to design an intervention that will
not only demonstrate the benefits but will also take care of the clients need.
Role Allocation and Process Mapping
The HR must be efficient enough to ensure proper role allocation that is there should be
clearance about how much to allocate and the sequences followed. The people responsible and
any interdependencies identified.
Management of Stakeholder
The HR should undertake the responsibility for planning and managing stakeholders for
ensuring the effective buy-in support
Ensure Change Management
The HR should keep a tab on the changes happening and therefore must ensure it to
sustainable through implementation processes of change management.
Management of Relationship
Through involvement and communication, the HR must ensure effective expectation
setting of clients by building credible relationships
Skills of Influencing

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For ensuring greater impact and influence, the HR must be empowered with influencing
techniques.
Skills of Facilitation
The role of HR is to ensure capabilities for facilitating adverse circumstances and challenging
environments (Bens, 2012).
Conclusion:
The report ends in the light of discussing the key features that are necessary for building
sustainable HR capability. Thus from the report it is clear that HR plays a very important role in
driving the organization. Therefore, to ensure effective business in an organization HR needs to
play n effective role. The report also provides answer to the questions of based on a case study of
a hospital. The first answer provided in the report is the recommendations to the CEO of the
hospital for improving the operation of the HRM in the hospital. The answer to the second
question discusses the key factors necessary for sustainable HR capability.

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References:
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Arnold, C. L., Coran, J. J., & Hagen, M. G. (2012). Revisiting patient communication training:
an updated needs assessment and the AGENDA model. Patient education and counseling,
88(3), 399-405.
Bens, I. (2012). Facilitating with ease! Core skills for facilitators, team leaders and members,
managers, consultants, and trainers. John Wiley & Sons.
Joshi, A., & Ratnesh, K. (2013). HUMAN RESOURCE BUDGETING AND HRM
STRATEGIES: A PARADIGM SHIFT THAT INCREASES JOB SATISFACTION,
EFFECTIVENESS OF RECRUITMENT DECISIONS OF HUMAN ASSETS.
International Journal of Management Research and Reviews, 3(1), 2327.
Longenecker, C. O., & Fink, L. S. (2013). Creating human-resource management value in the
twenty-first century: Seven steps to strategic HR. Human Resource Management
International Digest, 21(2), 29-32.
Mannan, H., MacLachlan, M., & McAuliffe, E. (2013). The human resources challenge to
community based rehabilitation: the need for a scientific, systematic and coordinated
global response. Disability, CBR & Inclusive Development, 23(4), 6-16.
Singh, R. K., Murty, H. R., Gupta, S. K., & Dikshit, A. K. (2012). An overview of sustainability
assessment methodologies. Ecological Indicators, 15(1), 281-299.

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Susomrith, P., & Brown, A. (2013). Motivations for HR outsourcing in Australia. The
International Journal of Human Resource Management, 24(4), 704-720.
Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. D. (2013). The state of the HR profession.
Human Resource Management, 52(3), 457-471.