This paper gives a detailed summary of the responses received from one of the human resource (HR) managers of a start-up healthcare organization in Denver, Colorado. The name of the company is OrthoFi Inc. The process and technology company is aimed at modernizing the way orthodontists finance, acquire, and manage new patients using advanced technology and meticulous diagnostic processes. OrthoFi will help orthodontists expand their business operations and achieve its aims. The interviewee indicated that he held an unspecified HR position in the institution. His responses are presented below.
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The respondent indicated that his experience with the start-up healthcare institution had been informative. He was involved in a wide range of activities, including identifying and recruiting new staff members, designing the most appropriate organizational culture, formulating the right business model, and developing a powerful mission statement. Such duties empowered him to focus on greater roles in the hospital and develop a better leadership philosophy to meet the changing needs of every employee. The interviewee argued that different issues, such as the recruitment, identification, and hiring of talent, empowerment of employees, and provisioning of adequate resources to support different stakeholders. According to the respondent, the use of evidence-based approaches such as collaboration and proper communication strategies made it easier for the team to support such issues and address conflicts. The main challenge observed during the process was that some of the newly-recruited employees were unable to adjust to the work environment. The HR team was keen to implement powerful orientation and change models to address the problem.
Some of the operational issues associated with the start-up included poor coordination, miscommunication, inappropriate patient guidance, and ineffective care delivery systems. Since it was a start-up, the managers and leaders combined their efforts to guide new employees and empower them to focus on the best outcomes. The interviewee indicated that the top leaders encouraged patients to seek medical services from the hospital during this period. Consequently, every operation was implemented successfully within the first three months.
The next question focused on the issue of planning. According to the respondent, different leaders were involved during the planning phase to ensure that the institution was started successfully. During this phase, several steps were taken to support the process. The first was to identify the right market for the intended health services. The next step was to focus on the existing level of competition, support systems, and potential obstacles. Finally, the third step was to develop a powerful plan to implement the institution’s business model.
The next approach was to bring different stakeholders on board to start the organization. According to the interviewee, the most challenging activity was the development of the hospital’s business plan. This was the case because Denver has many institutions providing quality health services. Several issues arose in the start-up’s early days, including a lack of engagement from newly-hired employees and an inability to recruit enough professionals to meet every patient’s needs. It was revealed that the leaders had not predicted such challenges.
Some barriers were also encountered during the start-up period. The first one was that there were inadequate communication channels to pass across information to every stakeholder. This gap explains why the initial services available in the institution were poorly coordinated. The second barrier was the absence of a proper leadership strategy. This occurred because the topmost leaders focused on the successful implementation of the business. This means that the needs of different employees were ignored during this period. These barriers resulted in various challenges, including poor health outcomes and increased complaints from different employees.
The HR leader indicated that the most rewarding aspect for him was the ability to work in a team composed of individuals from diverse backgrounds. The team members empowered each other using evidence-based strategies. The most rewarding aspect of the facility was the creation of a positive organizational culture. Consequently, employees were willing to support the start-up process.
Given an opportunity to be part of the entire process again, the respondent indicated that he would focus on the needs of different stakeholders while at the same time implementing the start-up process. The lesson learned was that employees should never be ignored when initiating a new change or starting a business. Additionally, stakeholders should be empowered throughout the process.
The first few weeks of the start-up were characterized by uncoordinated care delivery processes and ineffective communication. Additionally, different stakeholders relied on the decisions made by the topmost leaders. What stood out in the interviewee’s mind was that the start-up model was followed efficiently based on the circumstances existing at the time. The negative aspect of the start-up process was that the leaders failed to use their skills to meet the needs of their followers.
The one piece of advice the interviewee had to offer is that any person involved in a start-up must be ready to take on leadership roles. This practice can result in better teams, minimize misunderstandings, and streamline change implementation processes. Additionally, individuals should be charismatic and willing to solve their teammates’ problems.
This report shows that the selected interviewee played a crucial role throughout the start-up period. His charismatic approach led to the empowerment of different employees and the resolution of emerging conflicts. Such insights and lessons can, therefore, be embraced by those who want to start new organizations successfully.