WEBVTT 1 00:00:00.900 --> 00:00:01.733 Hi, everyone, 2 00:00:01.733 --> 00:00:03.510 and welcome back to Module 4. 3 00:00:03.510 --> 00:00:05.820 In today's lecture, I'll be presenting the intricacies 4 00:00:05.820 --> 00:00:08.373 of human resource management in a global context. 5 00:00:11.400 --> 00:00:12.930 Key aspects of this module 6 00:00:12.930 --> 00:00:15.660 include the healthcare sector as a human enterprise. 7 00:00:15.660 --> 00:00:17.160 The core principles impact 8 00:00:17.160 --> 00:00:19.470 and challenges that human resource management, 9 00:00:19.470 --> 00:00:21.300 best practice human resource management, 10 00:00:21.300 --> 00:00:23.553 and diverse socioeconomic perspectives. 11 00:00:25.530 --> 00:00:27.570 The healthcare sector is an enterprise 12 00:00:27.570 --> 00:00:30.150 of people engaging and serving other people. 13 00:00:30.150 --> 00:00:31.530 The connections between people 14 00:00:31.530 --> 00:00:33.870 who engage in health work have long been recognized 15 00:00:33.870 --> 00:00:36.570 as integral to the professionally dominant roles 16 00:00:36.570 --> 00:00:38.130 within the sector. 17 00:00:38.130 --> 00:00:40.050 Traditionally, healthcare has been delivered 18 00:00:40.050 --> 00:00:41.700 by relatively large organizations 19 00:00:41.700 --> 00:00:43.650 with large bureaucratic structures, 20 00:00:43.650 --> 00:00:46.950 but now the field is becoming increasingly systematized. 21 00:00:46.950 --> 00:00:48.420 Boundaries are being redefined 22 00:00:48.420 --> 00:00:51.210 to respond to changing populations and workforces, 23 00:00:51.210 --> 00:00:53.340 the increasing burden of chronic disease, 24 00:00:53.340 --> 00:00:54.720 the impact of technology, 25 00:00:54.720 --> 00:00:57.750 social movements, and socioeconomic determinants. 26 00:00:57.750 --> 00:01:01.020 The struggle to redefine and reform health systems 27 00:01:01.020 --> 00:01:03.510 and professional organizations has been evident 28 00:01:03.510 --> 00:01:05.960 since at least the beginning of the 21st century. 29 00:01:06.960 --> 00:01:08.850 There are nine primary competencies 30 00:01:08.850 --> 00:01:11.520 for the global health human resources manager. 31 00:01:11.520 --> 00:01:13.813 These are human resources, 32 00:01:13.813 --> 00:01:15.990 a human resources expertise rather, 33 00:01:15.990 --> 00:01:18.750 relationship management, consultation, 34 00:01:18.750 --> 00:01:21.720 leadership and navigation, communication, 35 00:01:21.720 --> 00:01:25.200 global and cultural effectiveness, ethical practice, 36 00:01:25.200 --> 00:01:27.843 critical evaluation, and business acumen. 37 00:01:28.860 --> 00:01:30.780 These competencies provide a starting point 38 00:01:30.780 --> 00:01:33.680 for considering strategic HR issues for the health sector. 39 00:01:34.680 --> 00:01:37.350 Another way to think about HR issues in global health 40 00:01:37.350 --> 00:01:39.600 are by looking at key issues. 41 00:01:39.600 --> 00:01:42.030 We see some issues listed on the slide, 42 00:01:42.030 --> 00:01:46.053 and we'll add some to summarize some additional issues. 43 00:01:47.190 --> 00:01:49.113 These are as follows. 44 00:01:53.340 --> 00:01:55.830 The size, distribution, and composition 45 00:01:55.830 --> 00:01:57.240 of a country's healthcare workforce 46 00:01:57.240 --> 00:01:59.250 are key indicators of the country's capacity 47 00:01:59.250 --> 00:02:01.890 to deliver services and interventions. 48 00:02:01.890 --> 00:02:04.530 Human resources personnel must consider the composition 49 00:02:04.530 --> 00:02:05.460 of the health workforce 50 00:02:05.460 --> 00:02:08.490 in terms of all skill categories and training levels. 51 00:02:08.490 --> 00:02:10.560 A properly trained and competent workforce 52 00:02:10.560 --> 00:02:15.090 is essential to any successful healthcare system. 53 00:02:15.090 --> 00:02:16.650 The migration of healthcare workers 54 00:02:16.650 --> 00:02:19.170 is a critical issue for global healthcare systems, 55 00:02:19.170 --> 00:02:21.780 as is the movement of healthcare professionals 56 00:02:21.780 --> 00:02:25.620 internationally, nationally, and regionally. 57 00:02:25.620 --> 00:02:27.600 Oftentimes, we see internal movement 58 00:02:27.600 --> 00:02:29.850 of a workforce from rural areas to urban areas 59 00:02:29.850 --> 00:02:31.803 and countries for economic opportunity. 60 00:02:32.640 --> 00:02:35.460 This workforce mobility can create imbalances 61 00:02:35.460 --> 00:02:37.410 that require better workforce planning. 62 00:02:38.310 --> 00:02:40.710 Evidence suggests that a significant positive correlation 63 00:02:40.710 --> 00:02:43.650 exists between a country's level of economic development 64 00:02:43.650 --> 00:02:45.900 and its supply of human resources for health. 65 00:02:46.770 --> 00:02:48.930 Aging populations and the aging health workforce 66 00:02:48.930 --> 00:02:49.980 have a significant impact 67 00:02:49.980 --> 00:02:53.040 on health workforce capacity and sustainability. 68 00:02:53.040 --> 00:02:54.510 Cultural and geographic factors 69 00:02:54.510 --> 00:02:57.540 affect the supply and demand of human resources for health, 70 00:02:57.540 --> 00:02:58.860 and therefore must be considered 71 00:02:58.860 --> 00:03:01.023 when examining global healthcare systems. 72 00:03:02.040 --> 00:03:03.840 Human resources have a significant impact 73 00:03:03.840 --> 00:03:04.890 on attempts at health reform, 74 00:03:04.890 --> 00:03:07.530 and this impact should not be underestimated. 75 00:03:07.530 --> 00:03:09.600 And health resources or human resources 76 00:03:09.600 --> 00:03:12.120 are one of three main health system inputs 77 00:03:12.120 --> 00:03:14.850 along with physical capital and consumables. 78 00:03:14.850 --> 00:03:16.380 They are the hardest of the three inputs 79 00:03:16.380 --> 00:03:19.023 to develop, manage, and maintain. 80 00:03:26.010 --> 00:03:28.920 Fortunately, while there are challenges 81 00:03:28.920 --> 00:03:30.510 in HR and global health, 82 00:03:30.510 --> 00:03:32.610 there are also many best practices 83 00:03:32.610 --> 00:03:33.660 that have been developed 84 00:03:33.660 --> 00:03:37.323 for effective human resource management. 85 00:03:39.300 --> 00:03:41.850 One comprehensive review, for example, 86 00:03:41.850 --> 00:03:44.550 of large system transformation in healthcare 87 00:03:44.550 --> 00:03:46.510 found five simple rules 88 00:03:47.370 --> 00:03:52.370 that blend designated leadership with distributed leadership 89 00:03:52.470 --> 00:03:54.190 to establish feedback loops 90 00:03:55.350 --> 00:04:00.060 to engage physicians and other clinicians 91 00:04:00.060 --> 00:04:02.080 in all aspects of patient care 92 00:04:03.720 --> 00:04:08.223 and to include patients and families in decision making. 93 00:04:09.330 --> 00:04:11.280 Optimum patient care cannot be delivered 94 00:04:11.280 --> 00:04:13.480 without effective human resource management. 95 00:04:15.270 --> 00:04:19.710 There are other studies that have also theorized 96 00:04:19.710 --> 00:04:24.710 and found evidence for best practices, 97 00:04:24.780 --> 00:04:26.913 and some of them are as follows. 98 00:04:29.460 --> 00:04:32.070 Related to HR planning and job analysis, 99 00:04:32.070 --> 00:04:34.260 it's important to encourage employee involvement 100 00:04:34.260 --> 00:04:36.540 to ensure strong buy-in of HR practices 101 00:04:36.540 --> 00:04:38.133 and managerial initiatives. 102 00:04:39.510 --> 00:04:41.580 It's also important to provide employment security 103 00:04:41.580 --> 00:04:42.450 and encourage teamwork 104 00:04:42.450 --> 00:04:45.150 so employees are more willing to collaborate. 105 00:04:45.150 --> 00:04:46.500 Regarding staffing, 106 00:04:46.500 --> 00:04:47.760 it's important to be proactive 107 00:04:47.760 --> 00:04:49.740 in identifying and attracting talent. 108 00:04:49.740 --> 00:04:51.120 In selecting new employees, 109 00:04:51.120 --> 00:04:52.710 use additional criteria 110 00:04:52.710 --> 00:04:57.100 like attributes outside the scope of one's resume 111 00:04:58.170 --> 00:04:59.613 beyond their basic skills. 112 00:05:00.480 --> 00:05:02.640 Regarding training and organizational development, 113 00:05:02.640 --> 00:05:04.110 it's important to invest in training 114 00:05:04.110 --> 00:05:05.580 and organizational opportunities 115 00:05:05.580 --> 00:05:07.230 to enhance employees skills 116 00:05:07.230 --> 00:05:09.230 related to the goals of an organization. 117 00:05:10.410 --> 00:05:12.150 It's also important to recognize employees 118 00:05:12.150 --> 00:05:14.490 through both monetary and non-monetary rewards 119 00:05:14.490 --> 00:05:15.990 and to offer high compensation 120 00:05:15.990 --> 00:05:18.183 contingent on organizational performance. 121 00:05:19.050 --> 00:05:21.900 Finally, in relationship to employee rights, 122 00:05:21.900 --> 00:05:24.330 it's important to communicate effectively with employees 123 00:05:24.330 --> 00:05:25.410 and to keep them informed 124 00:05:25.410 --> 00:05:27.780 about major issues and initiatives. 125 00:05:27.780 --> 00:05:30.510 To share financial, salary, and performance information 126 00:05:30.510 --> 00:05:32.880 to develop a high trust organization 127 00:05:32.880 --> 00:05:34.140 and to give higher priority 128 00:05:34.140 --> 00:05:36.120 to internal candidates for promotion, 129 00:05:36.120 --> 00:05:38.463 therefore, enhancing employee motivation. 130 00:05:44.490 --> 00:05:48.330 Now, we turn to look at social cultural perspectives 131 00:05:48.330 --> 00:05:53.250 and the impact of culture on healthcare in human resources. 132 00:05:53.250 --> 00:05:54.930 The diverse multicultural nature 133 00:05:54.930 --> 00:05:55.763 of today's global health workforce 134 00:05:55.763 --> 00:05:58.590 and the mobility of from one part of the world to another 135 00:05:58.590 --> 00:06:00.510 carries significant implications, 136 00:06:00.510 --> 00:06:03.570 which have been examined in depth by numerous studies. 137 00:06:03.570 --> 00:06:05.070 For example, 138 00:06:05.070 --> 00:06:07.770 the United Nations Human Development Report 2015 139 00:06:07.770 --> 00:06:10.890 makes several key points relevant to the health workforce. 140 00:06:10.890 --> 00:06:12.510 It emphasizes that work, 141 00:06:12.510 --> 00:06:15.420 including volunteering and creative work, not just jobs, 142 00:06:15.420 --> 00:06:16.830 contributes to human progress 143 00:06:16.830 --> 00:06:20.100 and enhances the wealth and wellness of populations. 144 00:06:20.100 --> 00:06:22.410 This report also cautions that globalization 145 00:06:22.410 --> 00:06:23.580 and the technical revolution 146 00:06:23.580 --> 00:06:26.760 are rapidly changing how we work and what we do. 147 00:06:26.760 --> 00:06:28.470 HR strategies and practices 148 00:06:28.470 --> 00:06:30.720 need to recognize the impact of the cultural differences 149 00:06:30.720 --> 00:06:31.890 that exist among nations 150 00:06:31.890 --> 00:06:34.530 and among communities within the same nation, 151 00:06:34.530 --> 00:06:36.030 as well as the differences that exist 152 00:06:36.030 --> 00:06:39.030 among various professional groups in the health setting. 153 00:06:39.030 --> 00:06:40.620 While these differences can be challenging, 154 00:06:40.620 --> 00:06:42.240 they can also help us to improve the ways 155 00:06:42.240 --> 00:06:44.013 that we learn, manage, and lead. 156 00:06:45.060 --> 00:06:47.160 In any setting, distinct cultural, 157 00:06:47.160 --> 00:06:50.100 values, legal framework, and political systems 158 00:06:50.100 --> 00:06:52.260 vary in different countries 159 00:06:52.260 --> 00:06:56.250 and regions shape the way that individual systems operate. 160 00:06:56.250 --> 00:06:58.440 The central functions of human resources 161 00:06:58.440 --> 00:06:59.880 are similar around the globe, 162 00:06:59.880 --> 00:07:02.400 but the prevalence of particular HR practices 163 00:07:02.400 --> 00:07:05.370 and their impact and outcomes vary widely. 164 00:07:05.370 --> 00:07:07.740 For example, while the US healthcare system 165 00:07:07.740 --> 00:07:10.950 has a large emphasis on private for-profit organizations, 166 00:07:10.950 --> 00:07:13.890 many countries of Latin America and Asia 167 00:07:13.890 --> 00:07:16.500 are largely based on socialized systems 168 00:07:16.500 --> 00:07:17.800 like universal healthcare. 169 00:07:18.690 --> 00:07:21.060 Furthermore, in a comparison of management priorities 170 00:07:21.060 --> 00:07:23.190 in the US and mainland China, 171 00:07:23.190 --> 00:07:24.600 it's been found that US managers 172 00:07:24.600 --> 00:07:26.490 are more concerned about getting the job done 173 00:07:26.490 --> 00:07:27.930 while Chinese managers were concerned 174 00:07:27.930 --> 00:07:30.663 with maintaining harmony among employees and managers. 175 00:07:32.640 --> 00:07:34.890 Next, we turn to the effective development 176 00:07:34.890 --> 00:07:37.050 of human resources management. 177 00:07:37.050 --> 00:07:39.630 There are several strategies that can be used here. 178 00:07:39.630 --> 00:07:41.700 Namely, it's important to use learning and research 179 00:07:41.700 --> 00:07:42.960 based on a global perspective 180 00:07:42.960 --> 00:07:45.240 and collaborate extensively with international partners 181 00:07:45.240 --> 00:07:47.160 in both learning and research, 182 00:07:47.160 --> 00:07:48.690 incorporating collaborative management 183 00:07:48.690 --> 00:07:50.970 and leadership practices, for example. 184 00:07:50.970 --> 00:07:53.610 Having higher level executives 185 00:07:53.610 --> 00:07:55.770 from different cultures in different countries 186 00:07:55.770 --> 00:07:57.270 can help to facilitate the development 187 00:07:57.270 --> 00:08:00.450 of effective human resource management across cultures. 188 00:08:00.450 --> 00:08:01.620 In your textbook this week, 189 00:08:01.620 --> 00:08:02.940 the case study has a great example 190 00:08:02.940 --> 00:08:04.650 of the development of human resource management 191 00:08:04.650 --> 00:08:06.540 in different cultures. 192 00:08:06.540 --> 00:08:09.210 It also provides some methods for surveying 193 00:08:09.210 --> 00:08:12.330 and/or quantitatively assessing the differences 194 00:08:12.330 --> 00:08:15.360 in cultural dimensions between countries. 195 00:08:15.360 --> 00:08:16.680 One of the challenges in the field 196 00:08:16.680 --> 00:08:18.480 is that there's less research concerning the effect 197 00:08:18.480 --> 00:08:22.020 of different HR methods and policies upon people 198 00:08:22.020 --> 00:08:24.570 and different cultural or ethnic groups. 199 00:08:24.570 --> 00:08:28.410 Additionally, other factors that might impact the success 200 00:08:28.410 --> 00:08:30.690 or effectiveness of different HR practices 201 00:08:30.690 --> 00:08:33.660 include whether companies are publicly or privately owned, 202 00:08:33.660 --> 00:08:36.090 whether structures are multinational or national, 203 00:08:36.090 --> 00:08:38.763 and whether they're located in urban or rural areas. 204 00:08:39.866 --> 00:08:41.610 I encourage you to look at Chart 4.3 205 00:08:41.610 --> 00:08:43.650 on page 104 of your textbook 206 00:08:43.650 --> 00:08:45.390 has a great example of some of the ways 207 00:08:45.390 --> 00:08:47.070 that the values of a country 208 00:08:47.070 --> 00:08:49.230 or a community might impact the effectiveness 209 00:08:49.230 --> 00:08:53.073 or the utilization of common HR practices in organizations. 210 00:08:54.090 --> 00:08:56.920 Now, let's talk a little bit about ways to manage others 211 00:08:59.220 --> 00:09:01.293 in a healthcare environment. 212 00:09:02.460 --> 00:09:05.700 When we talk about competency, capability, and capacity, 213 00:09:05.700 --> 00:09:07.590 what we're essentially stating 214 00:09:07.590 --> 00:09:09.750 is that it's important that healthcare managers 215 00:09:09.750 --> 00:09:11.850 are competent, capable, and have the capacity 216 00:09:11.850 --> 00:09:13.140 to manage the organizations 217 00:09:13.140 --> 00:09:16.380 or the human resources of a certain organization. 218 00:09:16.380 --> 00:09:17.940 Competence refers to the knowledge, 219 00:09:17.940 --> 00:09:19.620 skills, and attitudes that people possess 220 00:09:19.620 --> 00:09:22.713 when people know how to do something. 221 00:09:23.550 --> 00:09:25.860 Capability refers to the abilities 222 00:09:25.860 --> 00:09:27.720 reflected in the breadth of a role, 223 00:09:27.720 --> 00:09:31.230 usually expressed as strategic, technical, operational, 224 00:09:31.230 --> 00:09:33.420 and transactional terminologies. 225 00:09:33.420 --> 00:09:36.360 And finally, capacity refers to the amount 226 00:09:36.360 --> 00:09:40.203 and variety of work that the workforce can accomplish. 227 00:09:42.060 --> 00:09:44.340 The most important of these perhaps 228 00:09:44.340 --> 00:09:48.150 is the skill or the qualifications of the health manager 229 00:09:48.150 --> 00:09:50.010 or their capability. 230 00:09:50.010 --> 00:09:50.940 A lot of this chapter 231 00:09:50.940 --> 00:09:53.460 focuses on the competencies and capabilities 232 00:09:53.460 --> 00:09:56.010 necessary to be an effective global health manager. 233 00:10:00.660 --> 00:10:05.660 Now we turn to some principles for managing health systems. 234 00:10:06.540 --> 00:10:08.740 These five principles were identified 235 00:10:09.630 --> 00:10:13.050 in a report from 2009 236 00:10:13.050 --> 00:10:14.460 in the first International Conference 237 00:10:14.460 --> 00:10:17.970 of Health Service Delivery Management in Thailand. 238 00:10:17.970 --> 00:10:19.710 They are as follows: 239 00:10:19.710 --> 00:10:22.080 priority and resources and policy implementation 240 00:10:22.080 --> 00:10:23.100 should be given to developing 241 00:10:23.100 --> 00:10:25.260 leadership, management, and governance 242 00:10:25.260 --> 00:10:28.170 as the means to strengthen health systems development. 243 00:10:28.170 --> 00:10:30.090 The successful management of health services 244 00:10:30.090 --> 00:10:32.010 requires leadership and teamwork from managers 245 00:10:32.010 --> 00:10:33.570 who have positive personal and professional 246 00:10:33.570 --> 00:10:35.190 values and self-perceptions 247 00:10:35.190 --> 00:10:36.780 and who are empowered to engage 248 00:10:36.780 --> 00:10:38.100 with individuals and communities 249 00:10:38.100 --> 00:10:39.570 and to respond to the needs of the poor 250 00:10:39.570 --> 00:10:41.670 and to marginalized groups. 251 00:10:41.670 --> 00:10:43.260 Leadership for health systems, 252 00:10:43.260 --> 00:10:45.120 public health, and primary healthcare 253 00:10:45.120 --> 00:10:46.560 requires that managers have access 254 00:10:46.560 --> 00:10:47.820 to high quality education, 255 00:10:47.820 --> 00:10:50.520 training, and experiential health context 256 00:10:50.520 --> 00:10:51.990 and knowledge that equips them 257 00:10:51.990 --> 00:10:54.600 to operate effectively in health systems. 258 00:10:54.600 --> 00:10:56.520 Our research culture is required that networks 259 00:10:56.520 --> 00:10:57.990 and engages in collaborative research 260 00:10:57.990 --> 00:11:00.150 to develop health management capacity 261 00:11:00.150 --> 00:11:02.220 and evidence as a base for decisions 262 00:11:02.220 --> 00:11:03.570 to guide policy development 263 00:11:03.570 --> 00:11:05.460 and that both challenges and alliance researchers 264 00:11:05.460 --> 00:11:06.810 and operational health systems 265 00:11:06.810 --> 00:11:10.200 professionals, citizens, and communities, 266 00:11:10.200 --> 00:11:12.810 and outcomes identified from this research 267 00:11:12.810 --> 00:11:14.670 on leadership and health management 268 00:11:14.670 --> 00:11:16.590 should be conveyed to health organizations, 269 00:11:16.590 --> 00:11:19.050 professional bodies, local governments, 270 00:11:19.050 --> 00:11:21.123 and ministries of health and education. 271 00:11:22.860 --> 00:11:24.270 This graphic I like a lot 272 00:11:24.270 --> 00:11:26.200 because it presents the relationship 273 00:11:27.180 --> 00:11:30.453 between the need to invest in managerial competence, 274 00:11:31.380 --> 00:11:33.720 the assessment of need, 275 00:11:33.720 --> 00:11:34.770 and the key outcomes 276 00:11:34.770 --> 00:11:37.740 of competence, capability, and capacity. 277 00:11:37.740 --> 00:11:40.020 A lot of this week 278 00:11:40.020 --> 00:11:43.020 and a lot of this goal and health systems 279 00:11:43.020 --> 00:11:45.870 focuses on self tests or self-assessments, 280 00:11:45.870 --> 00:11:49.620 looking at what competencies you have 281 00:11:49.620 --> 00:11:51.750 and what you still need to achieve 282 00:11:51.750 --> 00:11:53.460 and the different strategies you use 283 00:11:53.460 --> 00:11:56.193 in order to achieve those competencies. 284 00:11:58.500 --> 00:12:00.180 Next, this list of competencies 285 00:12:00.180 --> 00:12:01.590 comes from the International Hospital 286 00:12:01.590 --> 00:12:03.960 Federation Global Consortium. 287 00:12:03.960 --> 00:12:06.240 They published a report called the Leadership Competencies 288 00:12:06.240 --> 00:12:08.550 for Healthcare Services Managers in 2015 289 00:12:08.550 --> 00:12:10.560 and identified these critical areas 290 00:12:10.560 --> 00:12:12.510 for professional healthcare management. 291 00:12:14.220 --> 00:12:17.343 Here we see this health management competency framework. 292 00:12:18.390 --> 00:12:20.520 It lays out the key competencies 293 00:12:20.520 --> 00:12:21.960 with leadership in the center 294 00:12:21.960 --> 00:12:24.543 related to all of these competencies. 295 00:12:25.680 --> 00:12:28.260 And in order to be a successful leader, 296 00:12:28.260 --> 00:12:33.060 one must have a comprehensive grasp 297 00:12:33.060 --> 00:12:35.193 of these different competencies. 298 00:12:36.570 --> 00:12:38.580 Next, we'll turn to different strategies 299 00:12:38.580 --> 00:12:41.970 and different key concepts 300 00:12:41.970 --> 00:12:44.700 in self-management or managing the self. 301 00:12:44.700 --> 00:12:46.800 This is an important aspect of leadership 302 00:12:46.800 --> 00:12:48.720 and it cannot be overlooked. 303 00:12:48.720 --> 00:12:51.480 Leadership often requires high levels of performance 304 00:12:51.480 --> 00:12:52.800 in different circumstances, 305 00:12:52.800 --> 00:12:55.470 and people in these positions typically find themselves 306 00:12:55.470 --> 00:12:57.900 as role models, mentors, and leaders 307 00:12:57.900 --> 00:12:59.940 in the education of others. 308 00:12:59.940 --> 00:13:03.120 There are three key concepts related to managing the self. 309 00:13:03.120 --> 00:13:04.710 The first is emotional intelligence 310 00:13:04.710 --> 00:13:07.020 or the capacity for recognizing, 311 00:13:07.020 --> 00:13:09.810 understanding, and managing emotions in oneself 312 00:13:09.810 --> 00:13:11.253 and in one's relationships. 313 00:13:12.510 --> 00:13:15.660 There is a need for individuals and leaders especially 314 00:13:15.660 --> 00:13:18.240 to be highly emotionally intelligent 315 00:13:18.240 --> 00:13:19.890 as this is key for understanding 316 00:13:19.890 --> 00:13:21.870 and managing emotions in oneself 317 00:13:21.870 --> 00:13:26.313 and relationship aspects of relationships with others. 318 00:13:27.570 --> 00:13:29.880 Critical reflection is the practice of identifying 319 00:13:29.880 --> 00:13:31.800 and assessing the underlying assumptions and values 320 00:13:31.800 --> 00:13:34.110 that influence one's performance. 321 00:13:34.110 --> 00:13:36.840 And self-awareness is another key skill 322 00:13:36.840 --> 00:13:39.190 that goes hand in hand with critical reflection 323 00:13:40.080 --> 00:13:44.190 in order to understand how one's actions 324 00:13:44.190 --> 00:13:46.233 impact others and themselves. 325 00:13:47.430 --> 00:13:51.210 Next, we'll turn to two key practices or two key principles 326 00:13:51.210 --> 00:13:52.560 in human resource management, 327 00:13:52.560 --> 00:13:55.050 hire slow and fire fast. 328 00:13:55.050 --> 00:14:00.050 Hiring slow refers to fighting the instinct 329 00:14:00.060 --> 00:14:02.040 to quickly fill an open position 330 00:14:02.040 --> 00:14:05.310 with someone who meets the the lowest standards 331 00:14:05.310 --> 00:14:06.483 required for the role. 332 00:14:08.130 --> 00:14:10.890 It's a good idea to wait until you find a candidate 333 00:14:10.890 --> 00:14:13.860 who brings something special to the role. 334 00:14:13.860 --> 00:14:16.680 Similarly, fire fast. 335 00:14:16.680 --> 00:14:19.830 Oftentimes, especially in healthcare organizations, 336 00:14:19.830 --> 00:14:22.140 it's unacceptable to keep 337 00:14:22.140 --> 00:14:24.750 employing an underperforming clinician, 338 00:14:24.750 --> 00:14:25.680 someone who might be putting 339 00:14:25.680 --> 00:14:28.710 someone's else's lives in danger. 340 00:14:28.710 --> 00:14:30.510 Therefore, it suggested 341 00:14:30.510 --> 00:14:33.060 that after making sure that the employee understands 342 00:14:33.060 --> 00:14:34.050 what they're doing is wrong, 343 00:14:34.050 --> 00:14:38.313 and if they continue doing it, to fire them. 344 00:14:40.110 --> 00:14:41.760 Next, it's important to distinguish 345 00:14:41.760 --> 00:14:44.580 between high, middle, and low performers, 346 00:14:44.580 --> 00:14:46.410 and your textbook has a great graphic 347 00:14:46.410 --> 00:14:48.333 on the different descriptions of each. 348 00:14:49.320 --> 00:14:52.650 And finally, it's essential to be considerate of 349 00:14:52.650 --> 00:14:53.850 and aware of different genders 350 00:14:53.850 --> 00:14:55.593 and generations in your workplace. 351 00:14:56.610 --> 00:14:57.870 This awareness is essential 352 00:14:57.870 --> 00:15:00.393 for maximizing the health workforce. 353 00:15:03.090 --> 00:15:07.440 Finally, here's some conclusions for this module. 354 00:15:07.440 --> 00:15:10.170 We talked about the importance of human resources 355 00:15:10.170 --> 00:15:12.960 and human resource management in healthcare organizations 356 00:15:12.960 --> 00:15:15.153 in the United States and internationally. 357 00:15:16.320 --> 00:15:18.810 We discussed the competencies 358 00:15:18.810 --> 00:15:21.480 and the goals of healthcare staff 359 00:15:21.480 --> 00:15:24.540 and human resource managers in different settings, 360 00:15:24.540 --> 00:15:25.890 and we looked at the role 361 00:15:25.890 --> 00:15:28.500 of human resource managers in developing the competencies 362 00:15:28.500 --> 00:15:30.390 and capability of the workforce 363 00:15:30.390 --> 00:15:32.433 to ensure its success and longevity. 364 00:15:33.450 --> 00:15:35.600 Thank you. I hope you enjoyed this lecture.