The strategy that Multistate Health Corporation (MHC) strives to apply in a bid to achieve its goals is bilateral strategy. Since its initial unimpressive performance in the market, MHC devised a strategy that employs technology as its main center of focus. The hospital attempts to produce facilities that match the required technological standards and reduce the time spent before recovery.
Moreover, the strategy focuses on the provision of less expensive outpatient essential services. A good implementation of the strategy increases the revenues through cost reduction, which leads to a high patient turnover.
Since the external market environment that MHC is operating comprises aspects like technology, legal, political, economic, socio-cultural, and environmental, the strategy provided highly matches the environment when compared to the previous strategies.
Currently, MHC uses a structure that emphasizes on the importance of its HR in the organization. Most of the policies stipulated by the organizational structure are decentralized, and hence, increase the autonomy of chief executive officers (CEOs) of various centers in making decision regarding what best suits a region.
The suitability of the structure and the competitive strategy relates to the fact all the chief executive officers and human resource planning systems (HRPS) understand the issues affecting their centers, and therefore, they can easily adopt and use the strategy.
However, since several activities are decentralized, the implementation of strategy and the alignment to structure constitute a challenging process. Therefore, to maximize the effectiveness of the plan, MHC needs to centralize some of the main activities that affect its performance.
The current management KSA is not in line with effective implementation of the competitive strategy in areas like overview and supervision of the roles that CEOs play in various MHC centers. The roles played by CEOs and HRPSs in various centers differ and the central organizing center cannot decipher the differences easily.
For competitive strategy, supervision and monitoring of the roles played by CEOs and HRPSs in different centers should be organized and well designed so that the central center understands how to implement the strategy among the peripheral centers successfully.
To address the KSA deficiencies, MHC requires an all-inclusive approach that is in line with its values of honesty, equity, and fairness. The values should be steady with the mission of MHC that focuses on the members of the society, who are vulnerable.
Therefore, the address of the KSA deficiencies, MHC should emphasize on the roles that CEOs play in various centers and the current organizational requirements. Imperatively, the adoption and the use of a competitive strategy that facilitates effective achievement of goals in MHC should be through the employment of CEOs, who have the required KSA.
If I were the HRD and the competitive strategy was provided to me before its adoption, I would have advanced some recommendations to the strategic planning team. The recommendations I would have advanced centralizing MHC’s significant activities, undertaking a survey to understand the KSA of CEOs in various MHC centers, and applying values to achieve the MHC’s mission.
Centralization of the major activities of MHC facilitates easy and systematic application of the strategic requirements of all centers. Moreover, a good survey helps MHC understand the capabilities of each CEO and initiate training, employment, and retention of CEOs, who have the required expertise.
MHC can also use the values like honesty, respect, and equity on its employees so that they can deliver as per their understanding of the management values.
The HR unit and the HRD need to understand the expertise of the employees in various centers and their adaptability to the competitive strategy introduced by MHC. The understanding of employee expertise helps HR and HRD to ensure that the hired, retained, and trained HR meets the requirements and expertise provided by the strategy.
A well-designed HRIS system should be present to facilitate effective management and communication of HR. While some old CEOs, who are not dynamic and responsive, may resist these tactical activities, MHC will employ OD to address the resistance and explain the crucial nature of the strategy and its importance in enhancing performance.