Integrated Talent Management Plan

Integrated Talent Management Plan

The John Hopkins Hospital is a U.S.-based teaching and biomedical research hospital facility in Biltmore, Maryland. This hospital was founded in 1889 by civic leader and philanthropist John Hopkins. In addition, the John Hopkins Hospital has six academic and community hospitals, four suburban health care and surgery facilities, over forty patient care facilities, and a home care group (The Johns Hopkins Hospital, 2022). The hospital offers many healthcare services. It has been ranked number four across the nation out of more than 4,500 hospitals. The Johns Hopkins Hospital is best known for fifteen specialties which include ear, nose, and throat, neurology and neurosurgery, psychiatry, rheumatology, urology, cancer care, and more. This hospital has a charity-care policy that enables it to provide a few free care-based health services where patients receive either free care or partially free care. John Hopkins Hospital operates in the healthcare industry, and this industry is very competitive in that every facility is trying to offer high-quality service, meaning the ranking of the hospital changes every time.

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John Hopkins Hospital is ranked number four after Mayo Clinic, Cleveland Clinic, and UCLA Medical Center, which rank numbers 1, 2, and 3, respectively. Since John Hopkins is among the best hospitals in the U.S., many patients prefer to choose its services, meaning that the hospital has a large customer base. Some of the health professionals found in Johns Hopkins Hospital include pharmacists, registered nurses, physiotherapists, dietitians, radiographers, surgical technologists, oncologists, and more (The Johns Hopkins Hospital, 2022). The nursing profession has a large ratio of men to women, just like in any other hospital; the number of female nurses is more than the number of male nurses (Jhu, 2020). The big difference in the female to male nurses at Johns Hopkins Hospital can be seen as one of its weaknesses since its talent management plan has not strived to bring a balanced ratio between the genders.

Analysis of the Key Elements

Nursing Talent Requirements

Nursing professionals from time immemorial have been known and associated with the female gender based on the fact that women have caring hands compared to males; hence, they qualify more to be nurses. According to the international council of Nurses, the nursing profession is predominantly female, and thus, nurses are always portrayed based on feminine stereotypes (Li, 2019). The critical competency of nursing is the capability of an individual to practice nursing that meets the needs of the patients. The competency structure is composed of the ability to understand the needed skills, provide care, and collaborate with other professionals to deliver the services.

Johns Hopkins employs nurses based on these competencies and academic qualifications (Li, 2019). For an individual to be employed as a nurse in this hospital, the individual must have a diploma or a degree in nursing. The hospital mostly prefers registered nurses since the registered nurses have been certified to have the nursing competency required. Thus, when recruiting and hiring nurses, John Hopkins chooses qualified nurses with the required academic qualifications to join its nursing team (Li, 2019). However, the hospital is not very keen on gender balance when recruiting and hiring nurses. This is because there are always many female nurse applicants compared to male applicants; hence, the hospital finds itself hiring more female than male nurses.

Talent Attraction

John Hopkins Hospital understands that the healthcare industry is competitive, and the best way a player can compete well is by attracting talented professionals. Nurses are the ones who spend more time with the patients, meaning that patients’ experience depends much on how nurses carry out their duties. John Hopkins Hospital has elaborate strategies for attracting highly talented nurses. These strategies include providing opportunities for career advancement (Martin & Bourke, 2009). Many job seekers prefer organizations that offer career advancement opportunities; John Hopkins supports its nurses to go for further studies and to build their careers. The hospital has an education wing, which is a university that provides nursing courses right from diploma level to doctorate level (Martin, & Bourke, 2009). Therefore, nurses who join this hospital can enrich their careers without going to other institutions.

Secondly, Johns Hopkins compensates its nurses and other healthcare professionals competitively. This hospital is among the prestigious hospitals in the U.S. Essentially, to motivate its staff, it pays its nurses handsome pay, which attracts more talented nurses. Interestingly, both male and female nurses are paid on the same scale depending on rank and experience (Martin, & Bourke, 2009). Another way John Hopkins attracts talented nurses is that it offers a flexible work schedule to avoid burnout. Many female nurses prefer hospital facilities with flexible work schedules so they can have time with their families and attend to personal issues (Harrell, 2016). Moreover, John Hopkins hospital emphasizes workplace safety. Workplace safety reduces accidents and harm at the workplace; therefore, the nurses feel safe as they discharge their services to the patients.

Employee Engagement and Retention

Much research on employee engagement has shown that an increase of 10% in employee engagement leads to a 1% employee retention. This means that an organization that has high employee engagement will retain more of its talented employees (Harrell, 2016). Female employee engagement tends to lead to more retention compared to male employees. Some of the ways that John Hopkins has ensured employee engagement and retention are; first, the hospital engagement starts rights from the recruitment and hiring of new nurses (Harrell, 2016). The hospital starts by focusing on the applicants’ experience, and the hiring team makes the process efficient and fair. The Johns Hopkins Hospital actively supports career development for nurses. This reduces the turnover rate and boosts nurse retention (Premoli, 2019). The hospital ensures nurse engagement by supporting clinical decision-making at the point of care where nurses are involved in decision-making. The hospital also gives some nurses residences where nurses, especially female nurses, are given homes to stay near the hospital facility.

Performance Management Strategies

Just like other competent organizations, Johns Hopkins is keen on performance management. It employs several performance management strategies for its nurses. First, the hospital has clearly defined and communicated its goals and performance objectives to its nurses (Premoli, 2019). A clear definition of the performance objective enables the nurses to strive to meet the hospital’s performance expectations. It has done this through goal-tracking software, making charts in the offices, sending flyers and emails, and holding regular meetings with nurses. The second performance management strategy is utilizing performance management software; this kind of software helps the hospital and the nurses stay off things so that things can run smoothly (Rothman, 2016). The hospital management also offers frequent performance feedback to its nurses as they communicate the organizational goals. It also offers rewards and other incentives to the nurses, such as free or partial family medical service.

Management and Leadership Development

At Johns Hopkins Hospital, young nurses work collaboratively with older nurses; therefore, the young ones learn from the experienced ones. Collaborative working among nurses helps instil and impart a professional culture to the young generation of nurses. Through collaborative work, the hospital manages to groom future leaders who take over the duties when older nurses retire (Rothman, 2016). The grooming of the young ones involves activities such as delegation of duties by experienced nurses to the young ones with close supervision (Harrell, 2016). The hospital always allocates resources to fund seminars and retraining services where young nurses are sharpened with the latest knowledge in nursing to become even more competent.

Recommendations

One way John Hopkins Hospital could enhance performance management is to utilize peer reviews, commonly known as 360-degree reviews. This review allows the coworkers to appraise fellow workers by highlighting the positive and negative aspects of their performance. Secondly, Johns Hopkins could enhance nurse engagement and retention by fostering a culture of learning. The hospital should ensure that the nurses engage in lifelong learning, not just safety and regulatory training. In addition, since Johns Hopkins has many female nurses to male nurses, it should strive to strike a gender ratio balance by recruiting more male nurses. Employing almost the same ratio of both genders will ensure diversity. Lastly, to develop more leaders, the hospital should ensure that there is regular leadership training that mainly focuses on leadership competencies. These pieces of training should focus on honing the leadership skills of the young generation of nurses so that they can be in a position to take the mantle of leadership in the future.

References

Harrell, E. (2016). Succession planning: What the research says. Harvard Business Review, 94(12), 70-74.

Hughes, V. (2011). What Makes a “Hopkins Nurse? Retrieved from https://magazine.nursing.jhu.edu/2011/09/what-makes-a-hopkins-nurse-2/

Jhu. (2020). Report on Staff Composition. Retrieved from https://hr.jhu.edu/wp-content/uploads/2020-Report-on-Staff-Composition.pdf.

Li, V. (2019). Women have always been integral to Hopkins Medicine. John Hopkins News Letter. Retrieved from https://www.jhunewsletter.com/article/2019/11/women-have-always-been-integral-to-hopkins-medicine.

Martin, K & Bourke, J. (2009). Integrated Talent Management Improving Business Results through Visibility and Alignment. Aberdeen Group. Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/documents/aberdeen%20group.pdf.

Premoli, M. (2019). Creating and Integrated Talent Management Practice. Retrieved from https://www.linkedin.com/pulse/creating-integrated-talent-management-practice-miguel-premoli.

Rothman, S. (2016). Succession management that delivers results: Simple, relevant, agile [Conference Keynotes]. The Conference Board.

The Johns Hopkins Hospital. (2022). Community Care. Worldwide Healing. Retrieved from https://www.hopkinsmedicine.org/the_johns_hopkins_hospital/.

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Instructions

In this final assignment, you will pick a company with which you are familiar. Imagine that you are the CHRO or the HR leader responsible for a critical employee population. You will design an integrated talent management action plan for this specific employee segment—for example, manufacturing talent or a role historically staffed by people with a homogenous demographic background (e.g., race, gender, education, socioeconomic status). Your goal is to create a plan to recruit, hire, train, retain, and motivate a diverse and global workforce.

Integrated Talent Management Plan

Introduction

Your plan should begin with an account of the organization’s business, including the industry, the company’s key products and services, the customer base, the geography (or geographies) where they do business, how competitive the marketplace is, whether the company is growing/shrinking/holding steady, and any other characteristics of the business worth noting (e.g., political or regulatory challenges, reputational risks).

Next, profile the employee population—with special attention to the talent segment that you intend to discuss in your paper. This could include the number of employees, locations, diversity, and any other noteworthy characteristics or demographics.

Analysis of Key Elements

Provide an account of the company’s talent management strategy for your target talent segment. Be sure to include the connection between the organization’s strategy and the talent strategy.

As you critique the organization’s talent management strategy, identify action steps for recruiting, hiring, training, retaining, and motivating a diverse and global workforce. Include evidence-based recommendations from course readings to improve these processes.

Key elements to include in your analysis:

Talent requirements, including critical competencies and key types of talent
Approach to talent attraction, acquisition and deployment, employee development strategy, and investments, including buy vs. build strategy and how/whether to invest in career development
Approach to employee engagement and retention, including any local, regional, and global considerations
Performance management strategies, including how the organization holds people accountable for performance and how to invest in feedback, performance assessment, and rewards and incentives
Investments in management and leadership development and (if relevant) succession planning
Recommendations

Conclude your plan by recommending 3-5 actions by priority (i.e., critical, important, desirable) in the Recommendations section.

Organize your paper into sections using the following headers:

Introduction
Analysis of Key Elements
Recommendation
Each section should be written using well-developed paragraphs. Within the assignment, reference key concepts in the course, as well as course readings. Cite sources in APA style.

Course readings: Rothman, S. (2016). Succession management that delivers results: Simple, relevant, agile [Conference Keynotes]. The Conference Board.

Harrell, E. (2016). Succession planning: What the research says. Harvard Business Review, 94(12), 70-74.