Here are two workforce management challenges experienced in a healthcare setting:
In this context, it is having been determined that clinical depression partly occurs due to the scarcity of employees in a particular healthcare organization and it has synthesizing on the rate of the departure of the employees from a particular healthcare organization. Furthermore, the issues related to clinical depression also has the potential to cause an unfavorable influence, in the context of taking care of a patient and also in terms of ensuring safety to the patient. This includes the sentimental, mental as well physical stress that prevents the healthcare practioners, such as a doctor or a nurse to perform to the best of their capacity.
A Clinical depression also has the capacity to develop a feeling of detachment between the healthcare practioners and the patients, leading a healthcare practioner to develop a strict as well as suspicious and less understanding attitude towards their concerned patients. Furthermore, negative outcomes arise when the workforce of a healthcare organization feels that they are not valued by the organization or even their efforts are not being recognized by the organization (Williams et al. 2016). Additionally, such issues take place, when the concerned employees have a feeling that are being underrated and don’t have any accountability in the organization.
There are many healthcare organizations in the recent times that are shifting its focus to a digitalized system, which has the potential to reap multiple benefits for the concerned healthcare organization, like the process of workforce management, education as well as fun provisions for the patients, however, this will also be major challenge on the part of a healthcare organization as this will also require the training and development of its employees (Cooke et al., 2015).
Cooke, F. L., & Bartram, T. (2015). Guest editors’ introduction: Human resource management in health care and elderly care: Current challenges and toward a research agenda. Human Resource Management, 54(5), 711-735. Retrieved from https://onlinelibrary.wiley.com/doi/full/10.1002/hrm.21742
Williams, J. S., Walker, R. J., & Egede, L. E. (2016). Achieving equity in an evolving healthcare system: opportunities and challenges. The American journal of the medical sciences, 351(1), 33-43. Retrieved from https://www.sciencedirect.com/science/article/abs/pii/S0002962915000129
In order to overcome the challenges in relation to the issue of clinical depression, it is significant for a healthcare organization to create a workforce management strategy that in turn should be developed considering factors like that of stress, sceptical and even the feeling of being effective. In this context, it would be significant for an organization to create a work-life strategy that will take into consideration certain norms and protocols that has the potential to mould certain areas of the work life of an individual like that of the reasonable work-pressure, job authority, incentives, integration as well as justice and beliefs. Hence, if the work-life model is implemented in a healthcare organization, then the concerned organization can reap the benefit of minimizing the work-pressure on the part of their employees as well as promoting work control in the concerned organization (Cares et al., 2015). Furthermore, it has been accepted all throughout the world that it is better to take appropriate steps for the prevention of issues in relation to clinical depression rather than working towards the treatment of the problem after it has already happened.
As a part of the concerned strategy, the healthcare manager should take appropriate measures to minimize the stress level of their employees and that particular strategy should be towards both an employee as well as the healthcare organization as a whole. Moreover, in the due course of preventing the chances of a clinical depression, the management of the concerned healthcare organization will face a number of problems, in a situation when the resources of that healthcare organization would be restricted. Furthermore, in the case when it is difficult for an organization to recruit new employees for managing their workloads, then instead of over-stressing the existing employees, they should create an adaptable work-routine for the existing employees of their organization. Additionally, a healthcare organization can also take an initiative to foster the self-governance capacity of their employees as this will pave way for the concerned employees to deal with the various kinds stress they are experiencing in that particular organization (Cares et al., 2015). It is important for a healthcare organization to understand that the level of stress being experienced by an employee can also lead to stress among the other employees of the concerned organization who are sharing the same kind of social setting. In this regard, it has also been determined that the wellness of the healthcare employees is totally dependent upon the environment of the place in which the concerned employees are working. Moreover, the concept of a clinical depression is connected with an increasing level of departure of the employees from the organization due to their sickness or their lack of capacity in terms of their place of work and more frequently with the employees are not achieving any kind of satisfaction from their job (Joyce et al., 2016). Hence, it considered very important for an organization to determine different stress causing components in terms of the work of the employees that is leading to clinical depression problems and thereby take appropriate steps to minimize or even mitigate such stressors from the organization.
Cares, A., Pace, E., Denious, J., & Crane, L. A. (2015). Substance use and mental illness among nurses: Workplace warning signs and barriers to seeking assistance. Substance Abuse, 36(1), 59-66. Retrieved from https://www.tandfonline.com/doi/abs/10.1080/08897077.2014.933725
Joyce, S., Modini, M., Christensen, H., Mykletun, A., Bryant, R., Mitchell, P. B., & Harvey, S. B. (2016). Workplace interventions for common mental disorders: a systematic meta-review. Psychological medicine, 46(4), 683-697. Retrieved from https://www.cambridge.org/core/journals/psychological-medicine/article/workplace-interventions-for-common-mental-disorders-a-systematic-metareview/2AD6672BE73FB23B329DC9EED4E11985
Yes, the shortage of employees in a healthcare organization can prove to be a major challenge
on the part of the managing the workforce of the concerned organization (Figueroa et al., 2019). However, this shortage of employees is not only due to the poor working-condition present in the organization, rather it is also due to the over pressure being imposed on the part of the concerned employees of the organization. Hence, adequate number of steps should be taken in terms of preventing the occurrence of the burnout of the employees and not wait for it to happen and then work towards mitigating its consequences just like the shortage of the employees in that particular organization (Figueroa et al., 2019) . Furthermore, the concerned post was also right in terms of depicting the working environment of a healthcare organization should be enhanced in order to eliminate any scope of a burnout among the employees and for this it is important for the organization to have work-life model in place offering adaptable working schedule to them so that none of them feels over-burdened, which has been determined to be missing in this post.
Additionally, in the concerned post, it has been very rightly pointed out that the increase in the number of ageing employees in the healthcare organization is another big challenge being experienced by them. Hence, the importance of training and development program should have been pointed out in terms of keep the ageing workforce at par with the latest technological development. The ageing force is found to be very much experienced and competent, the only thing they lack is motivation to show willingness in terms of learning about the latest technologies.
In this particular post, it has been very rightly pointed out that in order to retain the workforce of an organization, it is essential that the concerned employees are satisfied with their job and they feel as sense of belonging towards that particular organization (Suter et al., 2020). Moreover, in the concerned post it has been very clearly depicted that the new employees should be introduced to the other employees of the organization by means of an induction program, however, appropriate incentives, perks and other benefits should be provided to the employees, that will give them a sense of motivation and will contribute towards a great extent in terms of retaining them in the organization. In this post, the different factors like that of promotion, appropriate training and development programs has been properly highlighted in terms of motivating the healthcare employees and increasing their chances of being retained in the organization (Suter et al., 2020) . The example of retaining healthcare employees for the old-age patients by paying them incentives has been very rightly portrayed in this post (Rangachari et al. 2020).
Furthermore, in order to increase the chance of retention of the employees in a healthcare setting, it is significant for the organization to practice an appropriate style of leadership, which has not been highlighted in this particular post (Rahbi et al., 2017). The retention of employees in an organization would be comparatively less if that particular organization has embraced an autocratic style of leadership, wherein the employees will just be required to abide by the orders given to them and there will be scope of providing them with motivation in terms of achieving their goals towards the organization (Rahbi et al., 2017) . However, in this context, if democratic style of leadership has been embraced by a healthcare organization, the workforce will also be motivated to share their view-points in terms of achieving the goals of the organization, they will have a sense of belonging to the organization and hence their chances of retention in the organization will also be very high (Rahbi et al., 2017) .
Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: a rapid review. BMC health services research, 19(1), 239. Retrieved from https://link.springer.com/article/10.1186/s12913-019-4080-7
Rangachari, P., & L Woods, J. (2020). Preserving Organizational Resilience, Patient Safety, and Staff Retention during COVID-19 Requires a Holistic Consideration of the Psychological Safety of Healthcare Workers. International journal of environmental research and public health, 17(12), 4267. Retrieved from https://www.mdpi.com/1660-4601/17/12/4267
Suter, J., Kowalski, T., Anaya-Montes, M., Chalkley, M., Jacobs, R., & Rodriguez-Santana, I. (2020). The impact of moving to a 12h shift pattern on employee wellbeing: A qualitative study in an acute mental health setting. International Journal of Nursing Studies, 103699. Retrieved from https://www.sciencedirect.com/science/article/pii/S0020748920301838
Rahbi, D. A., Khalid, K., & Khan, M. (2017). THE EFFECTS OF LEADERSHIP STYLES ON TEAM MOTIVATION. Academy of Strategic Management Journal, 16(3). Retrieved from https://d1wqtxts1xzle7.cloudfront.net/57425577/THE_EFFECTS_OF_LEADERSHIP_STYLES_ON_TEAM.pdf?1537591688=&response-content-disposition=inline%3B+filename%3DTHE_EFFECTS_OF_LEADERSHIP_STYLES_ON_TEAM.pdf&Expires=1599563307&Signature=Yo6rEiqyv6czLGL1a-yFT3Fnxp-cxja06mUdIkTyZHode6xaavITHUTYCenupRd2BA~ysLswGf2RXAriR-T2K0YvC1U5vqcTjy4UqsPZRkXWsVj9a47gaJnjOrBuXSUUmfR-~LXil6iX3-G9lQ7qpc9n~8~A-9BrIs40-q6Pe4FfaMlWzbIRsMKWQXL-wDn7SfHyrghtdvNtTfTDR0dEnHj0GRtomsgC9XQ~X1yERbl2CYYPc-dqeAQBbkQyTtHD~8BP6eqW4OCVTV31NBe7dKufaCXPVjnbETk3Jw4T1dnVt5khSuNTUvhlSuOOEr2J5xkcxn4X2QLzza~PYrvMag__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA
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