Lancaster Physician Fall 2021 - 14

L A N CA S TERMED I CALSO C IET Y. O R G
Best Practices Practice Management Insights
ADDRESSING THE ISSUES, CHALLENGES, AND OPPORTUNITIES THAT IMPACT TODAY'S MEDICAL PRACTICES
HR Management,
Past, Present
and Future
in a COVID World
ROBERT D. ORZECHOWSKI,
MBA, SHRM-SCP
COO, Lancaster Cancer Center, Ltd.
A
s a field of management endeavor, the basic functions of
people-focused administration in any organization have been
around for centuries. However, the profession of human
resource management (HRM) is relatively new. As the 20th
century began, several industrial and global trends unfolded that required
organizations to coordinate the acquisition of people, establish processes
to conduct transactions for wages and administrate a few employee
benefits, and oversee compliance with the few laws and regulations
existing at the time.
The department's function was usually titled Personnel or Industrial
Relations. Personnel Managers and their staff were charged with tactical
transactions and limited input to executive level decisions. The field of
industrial relations had yet to materialize in wide acceptance or impact,
and few worker-focused laws existed.
By the mid-twentieth century and in subsequent decades, the business,
economic, legal, and technological landscape changed in pace and
complexity. HR found itself at the nexus of an organization's people,
mission, and infrastructure. These changes required greater sophistication
and contribution to the organization by HR professionals. HR was faced
with challenges in the areas of organizational development, risk management,
safety, increased legal compliance, and the accompanying rate of
change. The profession of HRM was codified and several certifications
were established by the Society for Human Resource Management
(SHRM) and other profession-specific entities. The SHRM certification
designations were earned through a rigorous course of study and validated
examination process, including a recertification process every three years.
The HR management profession today has evolved to become a valued
contributor to the organization's success. HR executives now have
a role in the " C " suite as the Chief HR Officer in many organizations.
HR management now involves expertise in such strategic endeavors as
aligning human assets with capital investments, partnering with a myriad
of both internal and external stakeholders, and ensuring a sustained competitive
advantage. Throughout this evolution, HR retained the tactical
responsibilities mentioned earlier. Thus, the flattening of the world, the
pace of change and speed of communication, operational complexity
and diversity, and inclusion imperatives required a new impetus on the
professional certification for HR.
HR must continue to make the business case for each initiative
assigned to them. This will sometimes require HR to slay sacred cows,
challenge other executives' thinking, and reinforce HR's value as necessary
contributors to the organization's success.
It is clear that as the health care industry transforms around us, transforming
the HR function to reflect a new agile, value-added culture is
going to be mission-critical for progressive health care organizations.
How do we most effectively transform HR's impact to influence
organizational success?
How do we make the link between workforce analytics, people management
and the patient experience?
Achieving truly data-driven decision making is a core component of
any HR transformation, and increasingly more C-suite individuals will
look for HR to be the individuals with the information. HR will rely
on analytics, not just standard HR metrics, and will be more focused on
productivity and outcomes. These are systems and processes that the retail
sector has figured out already. The most progressive can readily know
and apply what inventory they have, what the busiest times are, and
what type of staff is needed to accommodate what types of customers.
LANCASTER 14 PHYSICIAN

Lancaster Physician Fall 2021

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