The proposed policy relies on the framework of strategic workforce planning, suggesting an approach to identify the necessary job roles and create a strategy that would uphold the established organizational goals. First of all, the initiated policy should be compatible with the hospital’s internal and external environment, offering solutions to address possible risks. Therefore, to account for the internal aspects, it is essential to prepare the annual workforce plan according to each department’s scope of service, workload, and staffing pattern. The Human Resources (HR) director should review such proposals, highlighting any necessary alterations in employment patterns, staff additions, transfers, promotions, and terminations. To ensure the fulfillment of labor needs and laws, an organization-wide GH Workforce Plan should be introduced, with an HR representative assigned to overview its development. The established plan must be submitted by the HR director to the Chief Economic Officer (CEO) at the end of each year. If approved, the plan will be standardized and finalized in the approved budget to be altered once in 2 years.
Another set of policy characteristics refers to the consideration of the hospital’s external environment. Given that the external environment is subject to change, the workforce planning policy should anticipate such alterations. As such, the HR representative will be tasked with updating the established workforce plans according to the fluctuations in the labor laws and salary expectations, suggesting how the current schemes could be improved. In addition, the HR manager should review the technological, environmental, political, and sociological aspects of the external environment to ensure that the workforce plan complies with the current conditions.
After that, in order to develop a strategic workforce plan, it is vital to properly assess the workforce needs that the organization might encounter in the future. To do so, the executives should ensure that the labor composition adheres to the hospital’s needs and replacements are available if some of the employees were to leave their positions. In this regard, the HR representative should create and update a report on the workforce’s current status, highlighting the actual numbers of the workers, their status, and any vacancies. While urgent updates can be delegated to the HR director throughout the year, the completed plan should be submitted at the end of each year. Based on this information, the HR director will make changes in the staffing, hiring new employees only if a vacancy is present. Furthermore, when a vacant position is filled, it should be reflected in the workforce plan and the budgeting plan.
Finally, the chain of command in the execution of the Workforce Requirement Plan should be determined to ensure operational efficiency. The establishment of the workforce plan and the necessary budget will begin with the department head, who will be responsible for preparing their respective plans according to their department’s scope of service. The completed requirement plan is then sent to the HR director, amended by the HR representative to include the proposals from each department, finalized by the HR director, and delivered to the CEO for approval. The HR director shall be responsible for controlling the implementation of the established plans and ensuring that organization-wide compliance is maintained. To promote the plan’s flexibility, the HR director must also respond to any alterations suggested during the plan’s implementation, reviewing amendment submissions throughout the year. Answering such queries is especially valuable for sustaining the scheme’s efficiency and adaptability to the emerging changes.