University Hospitals: Strategic Human Resource Management Case Study

This case study analyzes strategic human resource management (HRM) within University Hospitals of North Midlands NHS Trust. It identifies and reviews the functional aspects of strategic HRM, including statutory training, coaching, reward systems, health and well-being, and learning and education. The study further determines strategic HRM policies adaptable to different healthcare situations, such as integrated organizational learning, computerization of documentation, advanced HR performance metrics, effective customer survey policies, and evaluation of training and development interventions. The analysis highlights the importance of these policies in enhancing employee performance, improving service delivery, and adapting to the evolving needs of the healthcare sector. The study emphasizes the significance of strategic HRM in achieving organizational objectives and gaining a competitive edge within the healthcare industry, offering practical insights into HRM practices within the NHS context.

CASE STUDY

Table of Contents
INTRODUCTION...........................................................................................................................1
LO 3.................................................................................................................................................1
Identification and Review of Functional Aspects of Strategic Human Resource Management. 1
LO 4.................................................................................................................................................3
Determination of Strategic Human Resource Policies That University Hospitals Can Adapt...3
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
Human Resources refer to the employees and workers within an organisation, who
provide their support and effort in helping the institution in achieving its objectives. Within
hospitals, strategic human resource management is highly essential, which allows organisations
in gaining appropriate competitive edge within the industry (Noe and et. al., 2017). Furthermore,
strategic human resource management policies, as well as, practices allows an organisation to
ensure appropriate development of human resources within their place. The report below is
associated with University Hospitals of North Midlands NHS Trust, which is a trust operated
under National Health Service (NHS). The report undertakes a study of identification and
reviewing of functional aspects of strategic human resource management, along with
determination of strategic human resource policies that can be adopted by University Hospitals
which could suit different healthcare situations.
LO 3
Identification and Review of Functional Aspects of Strategic Human Resource Management
Strategic human resource management is the procedure of formulating, implementing and
evaluating business strategies to achieve organisational objectives. Along with this, within
Strategic Human Resource Management several practices implement related to attracting,
developing, rewarding as well as retaining staff for benefit of both individual and company
entire. Moreover, strategic HRM is partner which play crucial role within its success because it
use talent and opportunities within human resource division for making other department strong
and effective. Implementation of Strategic Human Resource Management in University
Hospitals of North Midlands will be more effective as it provide them assistance in managing
staff members in effective manner. As well as also result in accomplishing predetermined goals
and objectives (Bailey and et. al., 2018). There are several functional aspects of Strategic human
resource management explanation are as follows:
 Statutory and Mandatory Training:
It is important for University Hospital of North Midlands to promote statutory and
mandatory training for ensuring that procedure are user friendly. Along with this, training
method implement by human resource manager should be appropriate to trust busy environment.
In addition to this, skills and knowledge of staff member should be develop according to the
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requirement of patient. So that, their need and wants will get satisfy within effective manner.
Within, healthcare sector several things get modify as well as patients requirement also in which
it is important to provide training. Such practices motivate staff members because University
Hospital of North Midlands is doing investment on them for enhancing their skills as well as
knowledge (Delery and Roumpi, 2017).
 Coaching and Mentoring:
It is responsibility of manager within organisation to coach and mentor staff members.
Coaching and mentoring is functional aspect of strategic human resource management because it
improve desired values and behaviour. Along with this, University Hospital of North Midlands
will encourage utilisation of coaching for motivating workforce leaders to learn from other
corporation within both private and public sector. Furthermore, coaching and mentoring is
provided by top level employees within organisation because there is no chance of taking risk
within healthcare sector as it is important to provide proper guidance. So that, activities will be
conducted in effective manner without no chances of mistake (Brewster, 2017).
 Reward and Recognition:
It is the best way by which company can motivate their staff member as reward and
recognition give direct impact on behaviour of staff. Main motive behind implementing this
functional aspect of strategic human resource management is to increase staff member
satisfaction level. This is possible through Employees and team of month schemes, annual award
events, long service awards and pay progression arrangements which reward high performance.
By implementing these practices within working of University Hospital of North Midlands there
will be positive impact on both staff members as well as organisation. Personnel will give there
hundred percent for gaining reward which result in increasing productivity as well as gaining
customers satisfaction. As it already discussed that HR manager work for welfare of staff
members.
 Health and Well Being:
This functional aspect of strategic human resource management within University
Hospitals of North Midlands is associated with enhancing the health and well being of staff
within the trust. This is related to developing a range of several appropriate initiatives, which
would contribute in well being of employees. Moreover, this function would also contribute in
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effectively enhancing the productivity of the overall employees within different departments,
which would ensure more better delivery of services to customers (Jamali and et. al., 2015).
 Learning and Education:
It is highly crucial for a trust in order to ensure that appropriate aspects be undertaken in
order to ensure better learning and education within employees of the hospitals. This function is
highly essential in terms of educating the employees in terms of better medical practice.
Moreover, this would also ensure betterment in terms of service delivery. In addition to this, this
would allow in enhancing the overall performance standards, along with development of intellect
and competence, which would allow in dealing with complex situations effectively.
LO 4
Determination of Strategic Human Resource Policies That University Hospitals Can Adapt
Within health and social care organisations and trusts, there are several unexpected and
different healthcare situations, which require certain policies related to strategic HRM which
could be implemented in order to provide appropriate support, as well as effective working.
In terms of University Hospitals of North Midlands, there are certain policies which they
could adapt in connection to different healthcare situations. Some of these policies are elaborated
as under:
 Integrated Organisational Learning:
One appropriate policy that could be adopted by University Hospitals of North Midlands
is associated with advanced and appropriate organisational learning. Innovation would play a
prominent role over here, as the organisation, in adherence to this policy, would be required to
appropriately as well as effectively acquire effective resources, along with new technologies that
would help in appropriately ensuring an integrated learning within the trust (Jabbour and de
Sousa Jabbour, 2016). This means, that all the employees within different entities, along with
several departments would be trained in an automated, advanced and integrated manner. In
addition to this, new technologies would further make it appropriate in order to ensure
effectiveness in overall working, which would help in development of strategic advantages
within the trust. Moreover, making the organisation as an integral and innovative one would
allow in appropriately changing and adapting in new situations, such as provision of advanced
treatments, which would further enhance betterment within the trust.
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 Computerisation in Documentation:
This policy would be related with a fully automated, as well as advanced system, which
would ease the overall process of documentation within the trust. Employees, as well as patients,
have several crucial data and personal information, along with data related to treatments, which
are required to effectively be segregated, in ways which would contribute in context of
sequentially analyse the same when required (Lim, Wang and Lee, 2017)(Brewster and
Hegewisch, 2017). Technologies like automation, along with Artificial Intelligence would be
very effective in ensuring that the data is remained confidential and segregated, which would
provide ease and convenience to the hospitals within the trust, as well as the patients and peers.
In addition to this, it would have environmental benefits too, which would further allow in
enhancing the scope of improvement due to reduction in dependency towards paper based
methods to record important information. This would benefit healthcare situations such as
transferring of information to other institutes and trusts in case the patient is shifting to another
location.
 Advance HR Performance Metrics:
Every trust, in order to ensure effectiveness in context of employee performance and
integrity, must adopt metrics to support and enhance their performances. For instance, policy
related to performance metrics involve several essential tools and techniques, such as Key
Performance Indicators and Benchmarking. These advanced techniques have immense variables
and components, on the basis of which the trust would be able to record the performance
standards of the employees. Moreover, benchmarking would also determine several appropriate
and effective aspects to be achieved by employees in different entities appropriately. This would
allow in determining crucial aspects which are required to be developed in employees with
ineffective performances.
 Effective Customer Survey Policy:
This policy would be directed towards acquiring appropriate and timely feedback from
the patients. This would effectively require the trust to acquire several methods on the basis of
which the feedbacks would be further acquired. Surveys would help in analysing where the
performance of employees is required to be initiated, which would allow in enhancing the scope
of effectiveness of services. Moreover, this would also help in providing strategic advantage to
human resource management, as the strategies developed under this policy would be effective to
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satisfy the patients' demand. This would support different healthcare situations, such as customer
dissatisfaction or ineffectiveness in provision of health and social care services.
 Evaluation of Training and Development Interventions:
This is another appropriate policy which would help in enhancing the management of
human resources within University Hospitals of North Midlands. This is because, they would be
providing the overall benefit in context of overseeing as to whether a right frame of work is
being provided to train and develop the employees under this trust. Under this policy, the trust
will have to provide several techniques, such as advanced evaluation metrics, which would help
in determining as to areas where the training and development programmes of the organisation
are to be improvised. In addition to this, this policy would also address the manner in which new
technologies, resources and tools would be used in order to enhance the competencies of the
employees effectively (Paauwe and Boon, 2018). Hence, this would be very much advantageous
for the trust to appropriately and effectively deal with several situations within healthcare, such
as, inappropriateness in providing a certain sort of treatment, which requires new ways to
enhance the scope of care. Furthermore, this would also be contributing in maintaining and
enhancing the competence and performances within the workplace, which would ensure their
effective and essential engagement within the trust.
CONCLUSION
Thus, it is concluded that several functional aspects of strategic human resource
management are required to be identified as well as reviewed, as it would help organisations in
managing their employees, as well as enhance the scope of a strategic advantage in a better
manner. Lastly, strategic human resource policies are required to be adopted by care institutions
are required to be determined, which would appropriately suit distinct health care situations,
including innovatory organisations.
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REFERENCES
Books and Journals
Bailey, C., and et. al., 2018. Strategic human resource management. Oxford University Press.
Brewster, C. and Hegewisch, A., 2017. Human resource management in Europe Issues and
opportunities. In Policy and Practice in European Human Resource Management (pp.
1-21). Routledge.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35).
Routledge.
Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital and
competitive advantage: is the field going in circles?. Human Resource Management
Journal, 27(1), pp.1-21.
Jabbour, C.J.C. and de Sousa Jabbour, A.B.L., 2016. Green human resource management and
green supply chain management: Linking two emerging agendas. Journal of Cleaner
Production, 112, pp.1824-1833.
Jamali, D.R., and et. al., 2015. Exploring human resource management roles in corporate social
responsibility: the CSR‐HRM co‐creation model. Business Ethics: A European
Review, 24(2), pp.125-143.
Lim, S., Wang, T.K. and Lee, S.Y., 2017. Shedding new light on strategic human resource
management: The impact of human resource management practices and human
resources on the perception of federal agency mission accomplishment. Public
Personnel Management, 46(2), pp.91-117.
Noe, R.A., and et. al., 2017. Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education.
Paauwe, J. and Boon, C., 2018. Strategic HRM: A critical review. In Human Resource
Management (pp. 49-73). Routledge.
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