Employer Branding Sustainable HRM

Question: Discuss about the Employer Branding for Sustainable HRM. Answer: Introduction The report consists of solving the problems of a reputed hospital in Australia as mentioned in the case study. Comparisons of the HRM practices between two hospitals are mentioned in the case study so that the utilization of the different types of tangible and intangible resource capabilities. There are two hospitals in the case study. One is facing issues in the strategic management and human resource management department of the hospital another hospital is enjoying the advantages of the sustainable HR practices of HRM within the organizational context. There are two parts of the report. One is focused on providing appropriate solutions to the HR issues faced by the fist hospital. On the other hand, another aspect of the report will put emphasis on the key features while building sustainable HR capabilities within the organization. The theme of the report will suggest the role of HR managers in creating as well as maintaining sustainability in the community. The main aim of sustain ability is to create a positive impact on the community as well as increase the brand reputation among the customers. It will not only help in increased customers but also in recruiting desired candidates from the country. Actions of the hospital for mitigating challenges The case study points out that a reputed hospital with 400 staffs working in it is dispersed in multiple locations. The hospital does not have a proper HR department, which is considered s the main drawback for the growth of the business revenue as well as the employee retention. The CEO of the hospital virtually maintains the HR policies and operational procedures. However, it is seen that the middle level managers of the organizations are not aware of the appropriate HR strategies. Due to this HRM model several challenges are faced by the hospital in terms of staff shortages, employee turnover and absenteeism, etc. Finally, it leads to diminished quality of the services and patient care provided to the patients by the hospitals (Buller McEvoy, 2016). However, to mitigate these aspects different steps and strategies are to be implemented so that the hospital will recover the internal problem while providing quality services to the patients as well as benefits to the staffs associated with the hospital. The courses of action are described in the following: Recruitment of HR manager The first step of mitigation of the several challenges that ate mentioned above is to recruit an experienced HR executive along with assistant managers, so that they can form a proper team in order to manage the existing employees and their retention and performance within the organization (Mariappanadar Mariappanadar, 2016). Increasing employee benefits It is seen that the hospital is facing issues in staff shortages and staff absenteeism resulting in degraded services to the patients. It is the role of the newly recruited HR team on putting emphasis on these aspects. Employee benefits will be added both in terms of monetary and non-monetary benefits. Monetary benefits include incentives, yearly bonuses, holiday plans in a year and several other facilities for good performances (Kramar Mariappanadar, 2015). On the other hand, non-monetary benefits will include motivation, encouragement by team leaders, recognition, including staff in the decision making process. Implementing training and developmental programs Business of a hospital depends on the quality of patient care provided by the staffs of the hospitals to the patients. Apart from doctors and nurses, many people are associated in customer interactions. They must know the techniques and tactics of providing excellent customer service. It is the reason of providing training and development to the staffs (De Prins et al., 2014). Implementing leadership in the team Participative leadership must be practiced within the organization so that the staffs are getting involved in decision-making activities of the organization. It can be said that the staffs will improve their individual performance as well as group performance. Apart from that, the HR department of the hospital have to keep track of the performances of the staffs so that it can meet the expectations of the CEO and the other stakeholders (App et al., 2012). Formulating proper HR goals for the employees Implementation of proper HR strategies for employee retention and improved performance including other aspects must have some goals behind the strategies. A predefined goal is necessary so that the HR team can monitor the effectiveness of their strategies. It is a point of concern for the HR managers that the objectives of the HR strategies must relate with the organizations as a whole (Mariappanadar, 2013). Putting emphasis on the challenges Formulation of new strategies in the strategic HRM must encompass the challenges faced by the hospital in the perspective of HRM model. Encompassing the challenges will enhance the effectiveness of the implemented strategies in the practical field. Apart from that, it will also create a good impression in the minds of the staffs of the hospitals. They will think that they are given importance and the organization is concerned about their problems faced by them in their particular field of work (Ehnert et al., 2013). Fair recruitment and selection procedures Due to incompetent HR strategies, employee absenteeism and staff shortages are prevalent in the hospital. The HR department of the hospital must abide by the ethical considerations as well as fair policies both in terms of recruitment of new employees and retaining existing employees. Fair policies enhance the employee morale in the end (Bratton Gold, 2012). Monitoring the implemented strategies It is recommended in the above that the newly recruited HR team of the hospital will formulate many strategies that will help in mitigating the challenges in the HR perspective. However, implementation of new policies is not enough. Monitoring the efficiency of the formulated policies along with its effectiveness are important (Mariappanadar, 2014). Key features of Sustainable HR capability building Sustainability is the concept that is practiced by every organizations being it a multinational company and a domestic company. The concept of sustainability is also popular among the consumers. The hospital apart from building only HR strategies, it is putting emphasis on the element of sustainability in the different areas of human resources as well as in other departments (Ehnert et al., 2014). There are key features that are pointed out in formulating sustainable HR capability. The factors are described in the below. Creation of a sustainable vision, strategy and mission HR managers will integrate the theme of sustainability while ensuring employee behaviours and its alignment with the vision and mission of the hospital. It will help in building sustainable strategy by communicating them among the staffs of the hospital. Building an aligned pipeline of participative leadership The HR team of the hospital will align the participative leadership with the agenda of sustainability development by the institutionalization of different systems of leadership development. Through this leadership, The HR managers will help in improving the performance of the employees at a consistent level (Mariappanadar Kramar, 2014). Creating proper organization structure for employee benefit An appropriate organization structure will facilitate the initiatives of the sustainable capabilities and initiatives. Apart from that, selection of right people will improve the delegation of role of the staffs in the organizational structure. Development of HR capabilities and sustainable HR processes and systems The HR managers will help in building sustainable HR practices while developing the ability in driving organizational change. However, it can be said that HR capabilities can be increased by giving importance to the aspect of human capital in the organization. Improved HR capabilities in the hospital are the reason of improved performance of the staffs. The HR managers are also responsible for developing developed HR systems and processes so that the talent and the expertise present within the staffs are utilized in the maximum level (Sharma, 2016). It is a part of sustainable practices of HRM within the organizational context. Ability in attracting, engaging and retaining talented people The key factors of sustainable HR practices are practiced through many activities. These activities van be categorised into two sections. They are managing expectations of the hospital and managing the expectation of the employees. Expectations of the hospital can be met by aligning the staffs into the mission and vision of the hospital and improvement of employee motivation and engagement. On the other hand, employee expectations must be maintained by the HR department in order to improve sustainability within the hospital. It can be done by communicating and crating the brand of the hospital, development of employees while enhancing their expertise in future (Ehnert Harry, 2012). Apart from that, there are many other steps such as management of individual career aspirations, facilitation of work-life balance, creation of working environment while improving performance, and formulating rewards and recognitions while enhancing engagement and motivation. HR capabilities and human cap ital are the concepts that are related to each other and are also different from one another in terms of characteristics (Pinzone et al., 2016). HR capabilities include strategies for the benefit of the employees. On the other hand, human capital is the concept that is focused on the skills, expertise and capabilities of the employees while enhancing them for the benefit of the organization. Recommendations In the recommendation section, it can be said that the strategies that are mentioned in the above are not only implemented but also they are monitored with the help of key performance indicators. A proper goal is set for the newly framed HR policies so that the new policies are aligned to the organizational goals, mission and vision of the hospital. The CEO of the hospital must have the knowledge of the activities of the organization not only in the HR department so that steps can be taken before receiving an adverse impact in the profitability of the company as well as the employee morale of the hospital (Jrlstrm et al., 2015). An important recommendation to the HR department of hospital is to involve both the internal and external stakeholders of the hospital. Stakeholders have the experience in this particular field. A concrete decision and effective strategies can be formulated so that the effectiveness of the strategies is increased. Policies and strategies are also formulated f or the engagement of the stakeholders. Process of informal learning and sharing of knowledge is increased so that they can manage the personal journey of the employees while transforming them in a sustainable centric mindset through the process of effective change management (Zhang et al., 2015). Conclusion The report focuses on the importance of the HR department in an organization. It can be said that without HR department a company cannot properly manage its employees and staffs. However, mismanagement of the staffs leads to lower productivity of them. It leads to improper care to the patients that finally leads to lower reputation in the community and decreased profitability. The study focuses on various strategies that the HR department of the hospital will formulate on the benefit of the employees. The responsibility of the HR department does not end with strategy formulation. 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