BHA-FPX4104 Assessment 4: Strategic Leadership and Workforce Planning in Health Care

Human Resources: Strategy and Competitive Advantage

Part 1: Comparison of Current Workforce to Future Needs.

As a member of the Department of Human Resources, I advise CEOs on strategic planning. As a leader at St. Anthony Medical Center (SAMC), I am responsible for providing a report detailing my findings and assessing the hospital’s problems. Because of a chemical leak triggered by a train disaster, the medical facility is presently overrun by patients. In the initial case, the emergency room nurse experienced turfing. This facility receives more patients than other hospitals as it effectively treats the neighborhood, especially low-income and uninsured citizens.

A laboring pregnant woman comes to the facility. The lady speaks a foreign language, but fortunately, the accompanying nurse can comprehend and interpret her speech. This patient recounts that another facility dismissed her. In addition to having no medical insurance, the lady could have been dismissed at the second hospital owing to the language barrier. The CEO explains what transpired. We are aware that the communication barrier has become a problem, but happily, due to the nurse accompanying the laboring lady, they prevented errors. The CEO wants to learn about the procedure for interpreters so that this does not occur again. Lack of communication might result in negative outcomes.

The second case identifies staffing challenges as a problem. In the Pediatric intensive care unit (PICU), the nursing management seeks to optimize staff utilization, however, due to the influx of patients, the hospital has insufficient beds, and the head nurse is short two evening nursing staff and 3-night shift nursing staff. They tried to get an additional nurse from a different location, but the nurse fled after witnessing the pandemonium. A greater rate of nursing personnel attrition may result from recruiting untrained and unable-to-perform-certain-tasks nurses from various facilities. Because of a scarcity of prospective trainers, high attrition, and unequal workforce allocation, the nursing sector experiences persistent labor shortages (Haddad, 2020). Based on the specialty, shortages will be greater.

Floating reassigns personnel from one division to another depending on patient population and severity (David, 2022). Floating may generate anxiety, overburdening, and dissatisfaction since it forces nurses out of their comfort zone. As seen at St. Anthony Medical Center, understaffing may also impact leadership characteristics. The supervising nurse within the PICU has demonstrated an ongoing source of conflict between the personnel and administration. In a conference, the leading nurse discusses the necessity for additional personnel and the attentiveness of the CEO; however, the CEO feels that more employees cannot fit their budget.