Georgia Health Science University Trauma Unit Clinic
Georgia health sciences health system constitutes a network of healthcare facilities based in Georgia. It is a non-profit organization that manages the health care dissemination services of Georgia Health Sciences University. The organization runs several facilities dealing in primary health care, specialist, and subsequent care. Apart from the provision of medical services, the organization also researches in the field of medicine alongside providing education for medical practitioners of the future. The trauma unit is dedicated to the provision of traumatic and critical injuries. It was designed in 1981, as the first in Georgia. It also includes a pediatric trauma center and serves a 13-county region. It coordinates the treatment of at least 1500 patients annually.
Conducting the recruitment and selection process for a Trauma Unit Office Manager
The first process is designing a job description for the manager. This involves a comprehensive description of duties, responsibilities, and training qualifications required. It also comprises any experience required for the position. An up-to-date job description ensures that it describes a position, which has succinct duties and responsibilities and fits into the whole organizational structure with no overlap of duties. If the job description is complete, the next step is to advertise for the vacancy. The HR department chooses between circulating the description within the organization or advertising for external candidates. The former provides avenues for career growth and promotion within an organization. Candidates are allocated sufficient time to apply for the position. This could be in one week or two.
The HR chooses to interview the applicants or opts for external HR services provided by specialist companies in recruiting. In either case, a panel is formed to interview the applicants. The panel should be composed of persons with relevant knowledge in the field of trauma care, management, and from the HR division. This provides a multi-skill composition to provide an objective analysis of the candidates, and consequently, provide the best person for the position. The interview panel reviews all submissions and chooses the number of interviewees from the pool; this represents the people whose qualifications are closely linked to the requirements of the position. The shortlisted persons are notified by the following day, while the rest should be sent letters of regret within an appropriate time.
On the interview date, the shortlisted persons are evaluated keenly by the panel. Apart from the evidence of their qualification and experience, the panel also evaluates other factors related to motivation, goals, purpose for job application and dispositions to job commitment. At the end of the day, the panel has to decide which candidate closely matches the description of the organization’s description for a Trauma Unit Office Manager. When the panel has made the decision, the same is communicated to the successful applicant, and dates are set for any other arrangements. A message to the unsuccessful applicants should also reach them at an appropriate time, usually not exceeding a week. In the recruitment process, any reference information provided by former employers should be documented. This prevents instances of resentment by unsuccessful candidates suspecting that former employers may have ruined their chances at the job.
Training and development challenges
With the contemporary economic downfall, affiliations have to derive immense benefits from their workforces. This is imperative for affiliation success. Thus, the HR department in a Trauma management affiliation has a load of tasks and benchmarks to hit. Employee management, tight training, and development is principal concern that an affiliation ought to observe since it ensures the heightening performance of the workforces and maintain it. Effective and ingenious management and development tap the ample potential that the workforces portend and provide support and training for the underachieving employees (Richards, 2012). As regards case study, training and development of trauma officers face such challenges that I have outlined below.
Inadequacy of training materials and resources is a key quandary in the training and development field. This is because the absence or scarcity of the resources ensures that not enough support and training can be delivered to the workforces (Richards, 2012). For instance, a lack of teaching materials and resources would mean that the newly introduced trauma managers cannot receive the respective teachings required in the course of their work. Scarcity of resources emanates due to depraved economic statuses, as budgets depreciate. The administration may synchronize and utilize online resources such as webinars and blogs to training its workforces in the field of trauma management.
Fruitful management development should ensure that the work outcomes of an organization’s workforce are satisfactory. These performance outcomes ought to be measurable for the company to find out how to rectify and adjust their workforces’ performance. This ensures that they perform to their full potential. However, this is intricate as a measurement of managerial effectiveness is almost impossible (Richards, 2012). Some affiliations may utilize workforce reports, evaluation, and managerial assessment, though it is challenging. Collection of baseline intelligence regarding employee performance from initiation to the end of the management process is imperative. A collection of baseline data for six months is sufficient for this purpose.
Workforce development and management are imperative for the affiliation to elicit positive results in profits and effectiveness of service delivery. It is a key challenge to seek sufficient time within the affiliation’s schedule to dedicate to workforce management activities (Richards, 2012). Management and administration of affiliation can find it intricate to attend to both external and internal pressures from employee demand, technological advancements, and customers. Companies ought to prioritize this area of management to ensure that they derive advantages from the current environment development opportunities. This would improve service delivery of the trauma managers and fit organizational concerns with workforce development.
Training of workforces for development from low levels to elevated performance qualities is a crucial challenge. It challenges the administration as the motivation of low-performing employees can be retrogressive at times (Richards, 2012). This may be due to reasons related to personal esteem by the workforces. This is an immense quandary to solve as it requires highly skilled management personnel to develop, the esteem of the workforces. High-quality, management personnel are scarce and expensive to hire for most affiliations. Thus, training and development of trauma management officers would be a challenge. Failure to effective management of trauma officers may slacken their tendency to achieve goals.
Organization and synchronization of disengaged workforces is a key quandary arising in the course of workforce management and development. Disengagements may cost an affiliation numerous losses if not moderated. Obtaining the required resources to train the workforces in communicating effectively and relating efficiently with their counterparts, thus, is a difficult issue (Richards, 2012). This entails keeping the workforces satisfied and contented with their work and conditions. Engagement may be a hard task to accomplish due to individual, subjective concerns within the workforce, therefore, difficult to alter. Trauma officers require efficient motivation and training. To ensure fruitful workforce development, engaging effectively with the workforce would be imperative.
Outline for an appropriate compensation and benefits package for a Trauma Unit Office Manager
Benefits packages are imperative in motivating skilled personnel within the organization. Nevertheless, it is a reflection of the organization’s financial position. It is decided by several senior officials majorly, CEOs, CFOs, and the VP of HR (Shi, 2007). A compensation and benefits package includes the base salary, commissions, and bonuses. It also includes other incentives such as the insurance covers provided and time benefits. Other considerations include retirement benefits and other benefits.
The Trauma Unit Office Manager’s compensation includes a $76, 000 annual base salary. The manager shall also enjoy medical insurance, dental insurance, and vision care insurance. Statutory benefits include medical benefits and disability benefits. The manager will be entitled to one month of leave annually or two weeks of paid holiday. The holiday destination chosen must lie within the company’s allocation for the same in the financial year the leave has been applied for (Fallon, 2007). In case of sickness, the manager is entitled to a month of sick leave, which shall be paid. This is also accessible in case a parent, a spouse or a child are sick. The organization will arrange for the manager’s contribution to the 401K plan. The contributions will be deducted before the employee receives the net pay. If the employee works till retirement while still within the organization, he/she shall be entitled to a stipend linked to the time of service when the employee has been with the company. The employee is also entitled to an employee care and counsel program in case of anything related to his functionality within his duties.
Means of managing the performance of the employee
The affiliation ought to initiate control measures and activities that aim to improve the workability of the employees in the trauma departments, to evade perilous results from ineffective workforce management and development. Effecting the operations of the employees in any context requires strategic management and teaching of the subjects to augment their effective quality. The abilities and talents of any workforce in an affiliation determine affiliation success to an immense extent. Aiding employees to augment their abilities and capabilities in their daily operations would be a favorable initiative to inculcate positive esteem among them (Hurst, 2008).
Ingenious workforce management does not mean appreciation of the high performers among the workforce. On such an occasion, the low-performing workforces may conceive and spread negative viewpoints regarding the affiliation. This is a significant quandary to organizational success as it does not look into progressive means of managing the workforce. It, instead, degrades affiliation profile and profitability. The affiliation’s HR department ought to inculcate measures that set a goal and timely fulfillment. This would save the affiliation costs of hiring new workforces if the current ones are underperforming. Understandability and motivation off workforces would derive greater benefits to the affiliation’s profitability (Hurst, 2008).
Identification of high potential and performing individuals among the workforce is a critical activity that is imperative for operational success among all workforces. The managers and talent developers ought to note the abilities that their workforces have and try their best to augment their quality. This requires patience and timeliness as it may be tiring to monitor all employees at once (Hurst, 2008). The HR can derive advantageous results from conducting this study and designing projects to handle the poor individuals. High competence maintenance and effective motivation is an enhancement to achieve competence and profitable operational capabilities for all workforces.
References
Fallon, L. & McConnell, C. (2007). Human resource management in health care principles and practice. Sudbury, MA: Jones and Bartlett Publishers.
Hurst, K. (2008). Primary care trust workforce: planning and development. Philadelphia, PA: John Wiley & Sons.
Richards, L. (2012). Challenges of management development. Web.
Shi, L. (2007). Managing human resource in health care organizations. Sudbury, MA: Jones and Bartlett Publishers.