Questions and Topics We Can Help You To Answer:
Paper Instructions:

Use the article Why We Hate HR
•    http://www.fastcompany.com/53319/why-we-hate-hr

•    Based on your experiences and the information presented in the Learning Resources (particularly the article “Why We Hate HR”), how would you assess the HR function in most health care organizations? Is it closer to the negative or the positive view of HR? Why does HR often have a negative reputation?
•    
•    What have you learned in previous courses or through your professional experiences that informs your understanding of strategic human resources management? What do you see as your current or future responsibility for ensuring that an organization’s human resources practices align with its mission and objectives?
•    
•    How do you think the efficiency, productivity, and/or value added by HR services should be assessed? What types of metrics would you suggest be used? Why?

•    Share key insights you have gained about the impression (positive, negative, or mixed) that you and others have of human resources management. Also, explain what factors might be contributing to this perception.
•    
•    Describe how you view your current or future responsibilities for promoting strategic human resources management within health care.
•    
•    Analyze two metrics and indicate how each could be used as an indicator of HR efficiency, productivity, and/or value added.


RESPOND TO THIS PERSONS POST BY

ASKING A PROBING QUESTION AND EXPANDING ON THEIR POST

•    Share key insights you have gained about the impression (positive, negative, or mixed) that you and others have of human resources management. Also, explain what factors might be contributing to this perception.
Human Resource Management (HRM) should be instrumental in developing and overseeing activities that will provide an organization a qualified workforce. HRM should provide support for employees at all levels and be viewed as experts in their field (Fried & Fottler, Strategic human resources management, 2008).  My impression is that this ideology has not proven to be true and HRM has often been viewed in a negative light. As a direct care-giver, I too have had familiarity with feeling unsupported and estranged from my Human Resources Department. In a managerial role, I also sensed that they lacked understanding of my divisions needs and were unavailable and absent at times of struggle (Hammonds, 2005). Having this perception, I would have to agree with Garold L. Markle, in his comment, "HR doesn't tend to hire a lot of independent thinkers or people who stand up as moral compasses," (Hammonds, 2005).
•    Describe how you view your current or future responsibilities for promoting strategic human resources management within health care.

            My role in human resources management is to act as a role model for the mission, vision and values my healthcare organization promotes. I must demonstrate and instill into my employees, the culture that is to be rewarded and attributes that are held high. My employees should be given the tools and training they need to serve their customer and the highest level of service to this customer should be their main goal (Fried & Fottler, Creating customer focused healthcare organizations, 2008).
•    Analyze two metrics and indicate how each could be used as an indicator of HR efficiency, productivity, and/or value added.
Measuring outcomes and performance allows one to measure the effectiveness of organizations human resources activities. Two metrics that can be used are patient satisfaction and staff turnover (Fried & Fottler, Strategic human resources management, 2008).
Having employees who are fulfilled with their establishment and do not leave due to dissatisfaction, will lead to a more satisfied patient and a high rating for service. The emotional commitment an employee has to their organization and its mission will serve to drive higher levels energy towards insuring that a patient and family unit receive the quality care they deserve. If either is lacking, human resource proficiency may be in question (Kruse, 2014).
High staff turnover can be a result of less than adequate workforce planning.  High-performance organizations need to develop and sustain high-quality HRM teams that serve to break down the customary barriers to effective workforce planning. Using turnover as a metric is a good indicator for HRM proficiency (Vemo, 2014).

Works Cited
Fried, B. J., & Fottler, M. D. (2008). Creating customer focused healthcare organizations. In Human resources in healthcare: Managing for success (pp. 460-473). Chicago: Health administration press.
Fried, B. J., & Fottler, M. D. (2008). Strategic human resources management. In Human resources in healthcare:Managing for success (pp. 1-18). Chicago: Health administration press.
Hammonds, K. H. (2005, August). Why we hate hr. Fast company. Boston, United States: Mansueto ventures llc.
Kruse, K. (2014, January 7). Employee engagement: The Wonder drug for customer satisfaction. Retrieved May 3, 2015, from Forbes: http://www.forbes.com/sites/kevinkruse/2014/01/07/employee-engagement-the-wonder-drug-for-customer-satisfaction/
Vemo, P. (2014, December 3). Workforce planning is essential to high-performing organizations. Retrieved May 5, 2015, from Society for health resource management: http://www.shrm.org/hrdisciplines/technology/articles/pages/louch-workforce-plannin