Trends and Future of Human Resources in Healthcare

Order Instructions

For the past 10 years, Methodist Hospital Health System (MHHS) celebrated the fact that 60% of its new hires in management positions were women and minorities. The MHHS leadership assumed that with such a practice, women and minorities would eventually represent at least 50% of their top management executives (vice president level and above).

But something unexpected happens. A few years ago, MHHS become concerned that its diversity program was not producing results. Instead of seeing an increase in the number of women and minorities in executive positions, the organization was observing a decline. Talented female and minorities managers were leaving, draining the pool of capable and qualified staff.

To address this problem, MHHS founded the Task Force on Retention and Advancement of Women and Minorities in Executive Positions (TFRA). This task force aimed to pinpoint the reasons that female and minority executives were leaving by conducting a massive information-gathering initiative, interviewing female and minorities at all levels as well as former employees. The team uncovered these main areas of concern:

Limited opportunity for advancement;

Lack of mentoring, coaching, and networking;

Existing work and family issues;

Lack of succession planning;

Lack of positive culture and transparent communication about promotion and professional development;

Lack of relevant and effective training, job development, and employee empowerment opportunities;

Cultural bias toward women and minorities and “old boy” network system;

Organization’s resistance to embrace diversity; and

Uncompetitive salary and benefits.

In response to these findings, MHHS must retool the workplace.

Instructions:

You are the CEO of MHHS and have been asked to present a plan to the board of directors for retooling the workplace to meet the goals to be a woman- and minority-friendly employer and to have women and minorities eventually represent 50% of its top management.

The presentation must address strategies in the following areas:

Recruitment, selection, and retention;

Communication;

Research;

Performance management;

Technology and innovation;

Change management; and

Another area of healthcare management you are choosing.

Be innovative; think creatively. Your submission will be 12-15 content slides. (You must also include title and reference slides and a table of contents that do not count toward slide total.) You must also include substantive speakers’ notes for each slide. Treat the speaker’s notes like you would the full spoken content of the slide. For a 12-15 slide presentation, this translates to roughly 10 to 15 minutes of content. You should include roughly one minute’s worth of content on each slide, or between 125 and 150 words of notes per slide. Incorporate 20 credible and current references. Ten of these must be scholarly articles.

The CSU Global Library Links to an external site.is a good place to find these references. Format your presentation according to APA guidelines in the CSU Global Writing Center Links to an external site.. Be sure to discuss and reference concepts taken from the assigned textbook reading and relevant research. Review the grading rubric to see how you will be graded for this assignment.