The article “Are you hiring high performers” focuses on the way new employees are hired at Baptist Medical Center Jacksonville. Its author, Matthew Weinstock, claims that annual nurse turnover reduces when efficient personnel is employed, and patients become more satisfied with the care they receive.
The hospital president and CEO emphasize the squishy stuff as the secret sauce that allows them to find right people. In this perspective, it is critical for the employee to be able to connect one’s head and heart.
The first impression, the way the worker treats the patients, his/her attitudes and behavior are said to be tightly connected with the professional performance and should be considered when hiring personnel to bring on the best. Then a shared vision and mission should be implemented for the employees to have the same standards (Weinstock para. 11).
The HR initiative that is related to this article is the HR Business Initiative: Customer Service Improvements. It underlines the necessity of making business customer centered and focuses on customer feedback as a performance measurement tool. According to this initiative, the way employees interact with the clients is critical when providing efficient services. Being highly involved and listening closely to the clients’ needs, the employees will be able to deliver an excellent customer service and manage their career at the same workplace.
The implementation of this initiative in my organization will be beneficial because with its help only the best staff that values the work and can be close to clients will be hired. Except for that, there will be an opportunity to implement new online systems that are likely to streamline the process of hiring the most efficient personnel. Online programs can be also used to reduce the workload and systematize customer feedback (La Jolla 3).
There are several implementation challenges that I anticipate to Human Resource initiative. First of all, new programs that can streamline the working process should be bought, which is relatively costly. However, no additional equipment is required, as the computers that are already used by the employees can be utilized.
Except for that, all employees should receive special training, to which they might resist. Finally, the division of labor may be needed if the workload improvement is considered to be necessary, which might make the line managers reluctant to accept the change. Still, I believe that the initiative can be implemented in a short period (about two weeks).
In order to evaluate this initiative, the employees will fill out the questionnaire and comment on how their work changed. The customer feedback will also be gathered and assessed for it to be compared with the views of personnel (“Evaluating the Initiative” para. 1). As the implementation of the initiative requires two weeks, some time will also be needed do adapt to it. Thus, the assessment should be made at least two months after the implementation.
Works Cited
AHRI. Evaluation and Measurement, 2016. Web.
Evaluating the Initiative, 2015. Web.
Greenstein, Jay. Talent Management: The Keys to Building Your Dream Team, 2014. Web.
La Jolla, Gilman. HR Business Initiative: Customer Service Improvements, 2014. Web.
Recruitment and Selection. 2016. Web.
Weinstock, Matthew. Hiring High Performers, 2015. Web.