HR
Challenge: The Employee Experience – Pathways to Employee Success and Retention
Prepare a 3-4-page report
on how you plan to approach employee talent development, employee success,
retention, and the employee experience issues with viable recommendations for
solutions.
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Introduction
What is the employee
experience from the employee’s perspective? The employee experience is when an
employee considers their work more than just a job. Employers hope for that
possibility, even though it is unlikely every employee in the organization will
attain a high level of enjoyment from their work and their work environment.
The employee perspective means pride in their employment and a passion for what
they do, whom they do it with, and respect for their organizational leadership.
We have arrived at a time
in history where talent matters and retaining that talent is not a simple or
inexpensive process. Employees today desire a great deal more than employees
have in the past. Work has become more important to employees than ever before.
Expectations for dynamic, interesting work and a work environment that enhances
the process of work grows ever greater each year. The workplace takes up the
vast majority of an employee’s life, and this previously accepted tradition of
work not being fun or even tolerable has been rejected. In addition, the idea
that an employee’s career is for them to manage may be true, but management can
make that a great deal more exciting and productive if the pathways to success
are clear and available.
Assessment Introduction
Scenario
You are an HR
professional at a large teaching hospital with responsibility for the areas of
employee talent development and employee experience (sometimes called employee
perspective). The hospital’s mission is to integrate a broad spectrum of
clinical care, teaching, and research, with special emphasis on the health of
children and their families, for two states on the east coast of the United
States.
Recently, you have
observed high rates of turnover across a number of occupations. Licensed
practical nurses, radiologist technicians, surgical technicians, pharmacy
technicians, medical assistants, laboratory technicians, and dietitian
assistants are at the top of the list of people your hospital cannot keep. You
have been conducting exit interviews and talking to current employees about
what the areas of concern are that could be influencing the high rate of
turnover.
As it turns out, another
hospital in the area that has been aggressively recruiting new employees. The
hospital is associated with a medical school and an external physician
assistance program. They are using a completely new employee experience
approach that includes:
·
Advancement opportunities through joint university and technical
certification programs.
·
Cross-field rotations.
·
Tuition assistance.
·
Scholarship programs for entry into the physician assistant
program.
·
Work time for physical fitness.
·
Co-located complimentary daycare for second and third shift
staff.
·
A gourmet cafeteria.
These benefits are part
of what the private hospital calls a comprehensive work-life career-investment
program for employees. Your institution has a legacy cafeteria and nothing that
mirrors the other hospital’s employee experience program. Additionally, recent
engagement surveys indicate that employees are not getting the career guidance
from team leaders and supervisors that they think they should. Several surveys
of employees found that they felt they are not valued or considered part of the
organization and that “only doctors and RNs really mattered.”
Your
Challenge
This assessment examines
how to assess the effectiveness of employee talent development and employee
experience (employee perspective). Consider the challenging conditions that you
would face in the situation presented.
·
What would your next step be in confronting the HR challenge
faced by the hospital from a competitive standpoint? Should you present the
differences between your hospital and its competitor’s programs to your
supervisors or even the hospital director? If yes, why, and how would you go
about that? If not, what would your rationale be for your decision?
·
What research would you do? Making the type of changes that the
other hospital made is a major effort in cost and from an organizational
culture and employee-valuing perspective.
·
What challenges might you face from your own HR director? From
medical staff leaders and others? The cost of current turnover is coming close
to 15% of yearly salary for some positions, and the loss of institutional
knowledge is affecting treatment quality, according to a panel of physicians
and nursing staff.
·
What new and different programs might be introduced into the
organization to improve the employee experience considering the scope of
challenges that were discussed in the introduction?
Your job in this
assessment is to use the guidance from above to prepare a report for your
supervisors on how you plan to approach the employee talent development and
employee experience (employee perspective) problems with viable recommendations
for solutions. Please provide at least six academic, scholarly, or professional
resources from the Capella University Library.
Assessment Instructions
Prepare a 3–4-page report
that states your recommended course of action. Along with your recommendation,
include the following:
·
Analyze, from a competitive standpoint, how proposed
recommendations address the HR challenge faced by the hospital.
o What is
the scope of the differences between your hospital and its competitor?
o What
would it take to emulate the competitor’s programs?
·
Describe key factors considered to support the major effort and
cost it would take to enact changes in organizational culture, which could be
embraced by employees.
o What
challenges would be faced by trying to emulate the competitor’s programs?
o What
would the risks be by not addressing the differences between your hospital and
its competitor?
·
Explain how to mitigate cost of current turnover and the loss of
institutional knowledge that is affecting treatment quality.
o What is
causing the turnover?
o What
actions can you take to address the issue?
·
Describe programs you would introduce to improve the employee
experience.
o What
are the different parts of your programs?
o What
are they intended to do?
Review the HR Challenge:
The Employee Experience – Pathways to Employee Success and Retention Scoring
Guide to see the criteria by which your assessment will be evaluated.
Submission Requirements
The deliverable for this
assessment applies professional skills in Human Resources Management (HRM) to
workplace situations which you will likely encounter in your day-to-day work in
HRM. As part of your learning, we focus on the development of effective
professional communication skills for the workplace. Your assessment should
meet the following additional requirements:
·
Length: Your plan should be
3–4 typed, double-spaced pages, not including the cover and resources pages.
o The
first page should be a cover sheet with your name, the course number,
assessment title, and date. No other information is required on this page.
o The
last page should be the reference list.
·
Organization: Make
sure that your assessment writing is well-organized, using headings and
subheadings to organize content for the reader.
·
Font and font size: Times
New Roman, 12-point font.
·
Resources: Use a minimum of
six references from academic, scholarly, or professional publications.
·
Evidence: Support your
assertions with data and in-text citations.
·
APA formatting: Resources
and in-text citations are formatted according to current APA Style and Format guidelines.
·
Written communication:
o Support
main points and recommendations with relevant and credible evidence.
o Address
the appropriate audience, using familiar, discipline-specific language and
terminology.
o Use
spell-check and other tools to ensure correct spelling and grammar.
Competencies Measured
By successfully
completing this assessment, you will demonstrate your proficiency in the
following course competencies:
·
Competency 1: Develop strategic recruiting approaches and
selection methods to support an organization’s talent goals.
o Analyze,
from a competitive standpoint, how proposed recommendations address the HR
challenge faced by the hospital.
o Describe
key factors considered to support the major effort and cost it would take to
enact changes in organizational culture, which could be embraced by employees.
·
Competency 2: Apply talent mobility practices for an
organization.
o Describe
programs you would introduce to improve the employee experience.
·
Competency 3: Examine approaches to workforce planning to
determine present and future talent needs.
o Explain
how to mitigate cost of current turnover and the loss of institutional
knowledge that is affecting treatment quality.
·
Competency 5: Communicate clearly, accurately, and
professionally for the HR field.
o Support
main points and recommendations with relevant and credible evidence.
o Address
the appropriate audience, using familiar, discipline-specific language and
terminology.