Modernizing Medical Careers seems to use Specific Human Resource strategic couched around making sure that there is always available quality employees and also opening opportunities or would-be candidates which from my perspective will enable high performing National Healthcare System. In terms of the theory of strategic human resources management, Modernizing Medical Careers tends to be employing best practices approach which Johnson (2000) described as HER methods and systems that have universal, addictive, and positive effects on the organizational performance.
This revolves around commitment to training and personal performance on the part of the employer (MAC policy owners) and better performances and higher productivity on the part of the employees (junior doctors, etc. ) The strategic objectives of the HARM Strategy of Modernizing Medical Careers is to be achieved through the development of a range of HARM best practice interventions and initiatives, that tends to support the development of a working environment in which staff are valued, highly motivated, adaptable and committed to the delivery of efficient and effective patient-focused services (Anon. , 2007).
The thematic vibrations of HARM policy implemented in Modernizing Medical Careers strategic policy entrust the following components: Personnel planning and information design Resounding HARM Policy and Practice Learning, Development and Leadership Occupational Health and Safety Indeed, the HARM recruitment programmer which is the engine for ensuring that there is a broad range of candidates for selection process provided the needed information on how to get enrolled into the programmer. There is a handbook that provides various information for application and various interviews that would be conducted (Anon. 2007). The HARM Strategy for Modernizing Medical Careers sets out the significance of effective performance management in ensuring organizational success and also ensure that there is a short-term ND long-term plans to create suitable performance measures for successful Human Resource Management initiatives Workforce Information and Planning -One of the key components of the Modernizing Medical Careers policy is the workforce planning and information gathering. This ensures that there is enough information about possible candidates to recruit from and also available vacancies.
This MAC policy implementer gathers through the online application system. Workforce planning involves identification and analysis of the available and needed workforce for the health sector and assessing it in terms of the size, knowledge and experience, skills needed to achieve its strategic goals. Through this process information is generated to inform direction of the organization and the same us used by the stakeholder determine the direction of the programmer. This improves accurateness and cogency of candidate’s data which will support their recruitment and posting process as well as activities of the various stakeholders.
Resounding – this component of the MAC policy ensures that there is enough candidates available for placement and at the same ensures that the available human candidates are well qualified, and have the deed skillets and tools to meet productivity targets specified in the overall organizational strategy (Armstrong, 2006). Modernizing Medical Careers does this by ensuring that policies and procedures for the recruitment and selection of permanent and temporary candidates supports the organizational strategic goals.
MAC has the training component that ensures that candidates who are finally employed are developed for their specific task and equipped with the right tools. Developing the employed candidates ensures that the health services sector is able to adapt and respond to changing complexities of the sector. Human Resource Management Policy and Practice – The scope of Modernizing Medical Careers began to address the ‘wider challenge of introducing reform across the whole medical training and career structure.
To achieve this certain human resource management policies and practices were implemented. This included ensuring that there is first of all a relationship between the employees and management and policy makers. Also practice of the Human Resource Management is development of policies and procedures that ensures excellent services to the sector targets (patients) and at the same time to meet the training deeds and aspirations of employees. Other policies and practices deals with ensuring that all new recruits are properly inducted and oriented the working environment.
This practice creates familiarity among the new recruits and the existing and fosters effective and transparent communications bother horizontal and vertical stake. The Human Resource Management Strategy highlights the importance of effective performance management in ensuring organizational success and sets out the short-term and long-term plans set out by the Human Resource Management strategy emphasizes on the significance of performance management and also ensures that there are measures to monitor and evaluate the Human Resource Management initiatives.
Learning, Development and Leadership MAC Human Resource Management strategies includes policies and processes that enable the management and delivery of development operational activities as appraisal system for assessing the performance of the sector staff. The different methods of learning and development designed for the MAC staff allows flexibility. Developing new methods of learning and development which are flexible and accessible to all staff.
The learning and training programmer has he foundational programmer Specialty and General Practice. These programmer lead to a Certificate of Completion of Training and entry to the Specialist or General Practice Register. MAC has management development programmer available to managers and leaders at the various levels. Occupational Health and Safety – this has to deal with the safety, health and welfare of people engaged in work or employment.
The International Labor Organization (ILL) and the World Health Organization (WHO) defines Occupational health as “the promotion and maintenance of the highest degree of physical, mental and social well-being of errors in all occupations; the prevention amongst workers of departures from health caused by their working conditions; the protection of workers in their employment from risks resulting from factors adverse to health; the placing and maintenance of the worker in an occupational environment adapted to his physiological and psychological capabilities; and, to summarize, the adaptation of work to man and of each man to his job” (Coop©e, 2011) Implementers of the MAC Human Resource Management Strategy incorporated promotion of health and wellbeing in the workplace. This was achieved through various interventions Review of current arrangements for the management of health and safety across the Trust The promotion of health and wellbeing in the workplace through a variety of interventions and initiatives. Health and safety issues were review regularly across and among the employees within the service sector. 2 FACTORS AND PRACTICES THAT AFFECTED THE MAC According to the INS Management Board paper by Head of Education Training and Development (DO) Cot 2006 (Committee, 2007), the main objective of MAC is to improve the quality and safety of patient care through the introduction f a more structured, competency-based training, focusing on both clinical and generic skills designed to meet the needs of service (Toke, NINA). And this is to be achieved through setting clear and explicit competence requirements for doctors, streamlining postgraduate medical training so that doctors are trained in the minimum appropriate time and finally championing methods that safeguards training and further career development by making use of skills so that doctors always have the required toeless for caring patients (Committee, 2007).
The Human Resource Management planning and implementation was not hat much effective and this has to deal with the Nationwide implementation of the selection process across regions and all specialties. According to the MAC Enquiry report (Committee, 2007) (Toke, NINA), there was no opportunity to test the robustness of new selection procedures prior to national roll due to overambitious time set for the entire project (Toke, N/A) as a result the major problems with the new selection procedures occurred on roll out. This resulted in unsecured online system and there was no alternative plan for a more secured recruitment method. The major problems with Medical Training Application
System (MATS), the online IT system designed for the recruitment process, undermined the credibility of MAC. Though the Medical Training Application System was blamed for the problems surrounding the MAC recruitment process, the real issue has to with the underlining Human Resource Management practices and overall strategy of the MAC implementation. The Human Resource Management strategy probably did not forecast the expected the number of applications to be received per training season and hence the overwhelming number might have affected the M TASK becoming so slow and thus affecting the recruitment process. System probably were not then designed to handle the large request.
This was also affected by the short deadline for applicants to either receive or reject an offer. The training programmer designed failed to recognize that certain run through training programmer will inhibit competition and thus affect the available training vacancies in future. The strategy was not future proof. The recruitment process needed to be widened to attract qualified and different for a successful selection process of interviewing is part. This ensures that right candidates are captured to fill the right position. The shortening part of the recruitment process proved difficult and unpopular due the process adopted as it was felt that not much premium has been placed on academic achievement.
Clearly, it can be seen that whole human resource managing and planning were done without including the key stakeholders. It is safe to assume that plain old human resource management, where HER Practices stands subservient to top organizational management were at play. The implementers the MAC policy allowed up to four preferences when candidates are applying for post (Committee, 2007). The UK House of Commons enquiry indicated that his decision affected a large number of candidates and thus did not receive interview appointment in the first round due to the fact that candidates who were presumed best were appointed for more than one interview.
This decision clearly affected the outcome of the recruitment process negatively (Committee, 2007). It indicates that though HER spend much resources on recruit but only few candidates are scheduled (Committee, 2007). Assuming the total number of expected candidates are not met, recruitment has start again. This HER practice can be very costly. The process were seen by some consultants and stakeholders s unfair. It can be seen that though there was a problem with the information system being used for the recruitment, the core problem has much to do with the practice to the point that even if computer systems had worked perfectly and not had any problem, there would have been problem with the whole recruitment process by the key stakeholders.
Also, the governance structure of the MAC recruitment process were complex with too many groups and lacked clarity on the functions of these groups and their responsibility especially when it comes to decision making (Toke, NINA) (Committee, 2007). The decision even o allow local hospitals to recruit Senior House Officers and Registrars were at variance with the MAC objectives. There was also issue of job security with these posts as longest lasting position is usually six month with no assurance of extension. The standards for training delivery and contents between different posts also were at variance which means patients were not receiving the best of care (Toke, NINA). This questions the linkage between training content delivery and service contents delivery (Committee, 2007).
Stakeholders also complain about clear line of progression under the MAC implementation. Noticed alongside the HER practice that failed the MAC, is the lack of clarity between service and training as well as lack of clear education pathways for the candidates. This has capacity to raise anxiety and affect performance. There was also defined educational goals and the period that one may spend on a rank. This is an issue of progression which must be handled by the HARM professionals. If there was no way forward for progressions or how one can rise through the ranks, it will affect innovation, growth individual performance which may eventual affect the organization as whole.
Medical Modernizing Career as policy and strategic programmer for making available human resources for the health lacked consensus stakeholder input hence it affected its implementations. 2_3 HARM STRATEGIES RECOMMENDED FOR MAC The overarching objective of the Modernizing Medical Career (MAC) was to deliver reliable national standards for medical and health training through a well-structured and better managed programmer of training with competency based circular that is authorized by the sector regulator (Committee, 2007). Thus the Modernizing Medical Career operational strategy to ensure that there s enough available health professional fit for the sector.
Strategic human resource management is an approach to the management of human resources that provides a strategic framework to support long-term business goals and outcomes (Strategic human resource management (Anon. , 201 3), and thus is partner to management and not subservient (Sudan, 2004). Strategic Human Resource Management ensures that the strategic organizational goals are met by assessing and positioning the limited organizational resources to achieve certain tasks (Jackson & Schuler, 1995). The MAC policy formulation and implementation requires the input of major stakeholders such as the junior doctors, senior house officers, registrars, local hospitals and trusts, consultants, field researchers, medical schools, government, etc. (Toke, NINA). There is no one straight jacket human resource policy that will fit the case of MAC.
The root of solving the human resource strategies’ issues stems from formulation of strategy of which I suggest use of Harvard framework which is built on the premise that past problems associated with personnel management can only be solve when general managers cultivate a perspective of how they wish to see employees involved in and developed by the enterprise, and of what HARM policies and practices may achieve those goals. Without either a central (Armstrong, 2006). This framework has so many advantages as first of all it recognizes the need for development and participation of employees in ensuring organizational growth and performance. Philosophy or a strategic vision – which can be provided only by general managers – HARM is likely to remain a set of independent activities, each guided by its own practice tradition.. MAC policy formulation seemed to have been apprised with the Matching Model of Human Resource Management (Armstrong, 2006) which is crafted around four generic processes namely selection, development, appraisal and rewards.
The Human Resource Management Matching Model gives much attention of the ‘resource’ aspect of Human Resource Management which underscores the efficient utilization of human resources to meet organizational objectives (Buddha & Aware, N/ A) which is criticized to be too prescriptive by nature, mainly because its assumptions are strongly Unitarian (Buddha & Deborah, 2001 ) as it also it entirely disregards the interest of employees. HARM and its associated practice are seen s a passive, reactive and only exist to play a function as may be assigned by top management. Though there are so many Human Resource management strategies that could be could be adopted for the case of Modernizing Medical Careers. Strategies such as strategic intent, resource based strategy, strategic capability and strategic management. The HARM strategy that best fit MAC is the Resource Based Strategy.
The resource base strategy is of the view that the strategic capability of a firm depends on its resource capability and therefore the objective of resource based strategic Human Resource Management is therefore o develop a firm which is more intelligent and flexible with competitive edge over its rivals made possible through development of its human resources which makes it learn faster and apply its learning more effectively as oppose to its competitors. Resource base strategy is keen with developing its human capital which is the main business of the Modernizing Medical Careers. Resource based strategy tends to be demand base in terms of resource rather than supply based. The supply base was the modus operandi of the failed MAC. In the recommendation from the independent inquiry team lead by Professor. Sir John Toke (Toke, NINA), MAC implementers were advised to shift from supply base systems to demand based.
In recommending the resource base strategy, the following core elements could be taken into consideration by the implementers of the MAC policy: Leadership organization strategy – this strategy outlines that leaders within the firm affect the organizational performance (success or failure) in relation to achieving the strategic goals of the organization. The role of HER is to select and recruit capable and qualified executives or leaders who will be able to make decision through team work. In this paradigm HER professional is an executive partner who takes up leadership roles in making important decisions and recommending ideas and strategies to other organizational leaders.
MAC policy implementer should be part of top decision makers. This catalysis the rate at which problems are solve all levels of the implementation. Talents and resounding Strategy – this deals with the anticipation of the required human capital needs of an organization and thus makes the necessary plans in meeting the identified needs. One of the most important assets within an organization s Human capital talent (defined as the collective skills, knowledge, or other intangible assets of individuals that can be used to create economic value for organizations). Resounding deals with attracting and retaining qualified and high quality candidates for advertised positions.
HARM is responsible for resource planning to improve economic value and forecasting future staffing needs as well as devising plans for recruitment, selection and retaining top talent (Armstrong, 2006). This is exactly what I mean when I earlier mentioned that MAC must be demand based rather than supply based. Learning and development will also help the MAC design its programmer to meet the policy objectives and design career goals and progressions for sector staff. 2-4 RECOMMENDED HARM POLICIES AND PRACTICES FOR MAC FUNCTION IMPROVEMENT AND PUBLICITY HARM policies and practices may vary among organizations and however such policies and practices should be aligned with the overall organizational strategy objective (Moore, NINA).
The effects of one particular HARM practices depend on both the nature of the effects of other HARM practices and the organizational strategy (Jackson & Schuler, 1995). Human Resource Management policy means proposals developed by the organization with theoretical and practical constructions that tends to outline how the organization wants to manage the human resources human resources at its disposal and thereby defining theoretical and practical referential built to make possible the attainment of organization strategic objectives and purposes, operating as guidelines of the Human Resource department. These policies and practices from Strategic HARM standpoint, can be mutually reinforced to produce a strong impact on organizational objectives (Morris & Snell, 2010).
Also, HARM policies are conducted by the logic of skills developed in accordance to the requirements of organizational processes. As a result these tend to deliver tools to capture and communicate the strategic vision and objectives of the organization in clear terms that is more precise and succinct. Modernizing Medical Careers were employing some the human resource practices such as recruitment and selection, training and development, health and safety procedures etc. I will still recommend these practices to the implementers however these shall be done base on competency approach method. Recruitment and Selection practice based on competency.
Competencies helps in comparing the capabilities of the attracted candidate with the requirements of the offered position; once the right candidate is recognized, competency gaps form the basis for an initial new-hire learning plan. The process begins with developing application forms and guidelines, selection criteria, shortening, testing, interviewing, referee reports and making a decision. Once a decision is reached, medical examinations are then required to ensure the selected candidate medically is fit for the job (Anon. , 2014). This practice is recommended o the MAC. This assures the stakeholders of the fairness of the recruitment process.
Job design is the process of defining the manner in which job will be executed and the tasks that a given job requires (Kenton & Cyril O’Donnell, 1968). Similar to job design is job redesign, a method aimed at changing an existing job design. One must thoroughly understand the job thoroughly through job analysis in order to effectively change the nature of that job. In job design/ redesign, it is easier when there is a work flow process in place, else there is the need to develop one through flow analysis (Kenton & Cyril O’Donnell, 1968). Having understanding of workflow helps one to appreciate the job and also determine the compensation and needed training.
It also helps in designing performance metrics for appraisal as well as to develop knowledge and human resource base or directory. Job analysis helps in determining competency gap and as well as determining available competencies. This fosters training and development as well as helping the HER professional design career progression for the occupant of that job. Modernizing Medical Careers can take clue from this practice so that jobs for its various stakeholders are clearly analysis and right people are used to fill those vacancies that are announced from time to time. One of the Core HER practices is training and development which is part of an organization.
It ensures continuous skill development of staff within organization and habituates process of learning for developing knowledge to work (Kenton & Cyril O’Donnell, 1968). Training and Development is the foundation for obtaining quality output from employees. Training and development programmer are initiated once competency gap analysis has been performed by the HER professional. Job re-design and analysis can lead to designing training aerogramme for staff or the quest for organization change or demand and taste of customer can push for training and development. Threats from rivals can also cause an organization to redefine its stand through training and developing it staff for present task and overcome such threats or taking advantages.
This is recommended for MAC since it is a people development policy implementation programmer. This can set clarity on the progression of its staff and safe delivery of service to its clients. Staff performance is measured against job competency requirements and the objectives and this is achieved through performance management which is a method which offers both the manager and the staff the opportunity to identify the shared objectives that feeds into the overall objectives of the organization by looking into employee performance (Kenton & Cyril O’Donnell, 1968). Performance is both seen as what (objectives) and what (competencies of the employee that is dispensed) to get a task completed.