Heal 2015 paradigm shift in hr practices

United Arab Emirates

PARADIGM SHIFT IN HR PRACTICES

Abdul Razak. AHead- HR – Anglo Arabian Healthcare Group


Healthcare Sector

HR Transformation

People –Generation mix

Key Findings

Leading Trends

Operational Model

SYNOPSIS


HR – A Global Perception


Healthcare, more than any other Service sector industries, depends on people to carry out its mission

HR accounts for a high proportion of budgets assigned to the health sector

Globally 35 million persons are employed in health sector (ILO 2014)

The economic and human costs of poor HR are high in the health sector

Health services mission, strategic plans and quality improvement initiatives are useless unless there is appropriate people strategy

in place

Health care key stakeholders are people and despite changes in the way care is provided people are always central in the

provision of care whether the care is preventive, promotive, diagnostic, curative, chronic or rehabilitative


Healthcare as Service Sector

Human Resource- (work force) is one of the major challenges in Healthcare system

Sufficient ?

Motivated ?

Competent?

Well distributed ?

Well supported ?


Healthcare as Service Sector

……..Waste/Misuse of resources (workforce)

What is better practice ..?

HR Transformation


HR Transformation

Personnel Department

Integrated Talent Management

Operational HR Business HR

Efficiency Set up service centres Into support service for

efficient service delivery

Effectiveness Talent Management L & D Leadership Pipeline KPIs Strategic HR

Business strategy Business responsibility Capability building Leadership inventory Know the business locally Outside in


People- Generation mix

Traditionalists

Baby Boomers

Gen-X

Gen- Y – Millennials

Gen - Z


Generational Intelligence

This process involves becoming critically aware of the values and attitudes underpinning beliefs

about intergenerational relations.

The process clears the way for action that is generationally sustainable.



“Softer” areas such as culture and engagement, leadership, and development have become urgent priorities.

Leadership and learning have dramatically increased in importance, but the capability gap is widening.

Leadership and learning have dramatically increased in importance, but the capability gap is widening.

HR Transformation- Key – Findings

HR technology systems are a growing market, but their promise may be largely unfulfilled.

Talent and people analytics are a high priority and a tremendous opportunity, but progress is slow

Simplification is an emerging theme; HR is part of the problem.


2015 Global Human Capital Trends Leading in the new world of work – Deloitte survey 2015

HR Transformation - Leading Trends


2015 Global Human Capital Trends Leading in the new world of work – Deloitte survey 2015


LEADING

Leadership

L & D changing Concepts

Capability building

“ Healthcare industry drastically facing shortage of leadership

to take up the organization up to market demand “



LEADING

L & D concentrate on Leadership development – Capability Building

CFO to CEO : what happens if we invest in developing our people and then they leave us ?

CEO : what “happens if we don’t and they stay?

“A key element of an organization’s learning strategy will target the long-term development of

those identified as exceptionally high-performing or high-potential individuals (known as ‘talent’),

who are critical to long-term business success” CIPD 2013



ENGAGING

Engaging Doesn't mean entertaining

Acculturation ,

Collaboration & involvement in decision making

Work force on Demand

Short term Outsourced contingent

Performance Management

Putting employees in the driver seat

Elimination of ratings and rankings

Performance improvement mind-set

Building alliances

Big Data and analytics



RE INVENTING

Business impact by HR

Talent Analytic Capabilities

Bring out side in – big data analytic



OVERVIEW OF KEY QUESTIONS AND FINDINGS



RE IMAGINING

Work simplification

Collaboration instead of Competition

technology & Social Media




SOCIAL MEDIA – IMPACTS (HELPS) HR

Before joining the company

Tenure at the company

After leaving the company

Attracting candidates to apply

Peer to Peer recruitment

Reputation and Brand assessment

Referral schemes

Talent communities

Organization culture

Giving feedback on an interview

Finding companies that match the areas of interest

Selecting a particular company

Preparing for interview accepting the offer

Before Joining





Tenure at the

company

On boarding help

Role specific documents (wikis)

Q&A discussions

Experience platforms

Track search

Learning –virtual classrooms

Idea generation portals

Development Groups Retention tools

Communication network



After leaving

the company

Connected to the company on its alumni network

Answering queries of enthusiasts who want to join

Interacting with employees of the organization

HR Operational Model


Familiar Concept – in practice


New Model

United Arab Emirates Designing Next Generation HR – KPMG- 2015



HR Value Proposition




Operations

• 10 Answer Keys, Communicating with the 5 Generations in the Workplace -2014

by Mary L Erlain (Author), Meredith "Kit" Bromfield (Author)

References:

• Generational Intelligence -A Critical Approach to Age RelationsSimon Biggs and Ariela Lowenstein-2015


• 2015 Global Human Capital Trends Leading in the new world of work – Deloitte survey 2015

• Designing Next Generation HR. How to differentiate your HR architecture to drive real business value- KPMG study report 2015

• SHRM- Healthcare reforms -2015

http://www.amazon.com/Mary-L-Erlain/e/B00J0H9AJQ/ref=dp_byline_cont_book_1

http://www.amazon.com/Meredith-Kit-Bromfield/e/B00J0H94I8/ref=dp_byline_cont_book_2

Heal 2015 paradigm shift in hr practices

Leadership & Management

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