Healthcare Staffing PlanEssay Preview: Healthcare Staffing PlanReport this essayHealthcare Staffing PlanThis paper presents a staffing plan for a healthcare organizaton called, Kelly Service Employment Agency, which is planning to open a healthcare organization in Sweden and is eager to provide job opportunities to Swedish nationals.
Healthcare in SwedenWith a per capita income of $29,800, Sweden is the 27th richest nation in the world. After rebounding from a global downturn in 2000-2002, the economy is growing at a rate of 2.7 percent. Inflation is well under control at 0.5 percent, and unemployment currently stands at 5.8 percent. Income is fairly well distributed in Sweden, and the country ranks 25 on the Gini Index of Inequality (World Health Organization, 2007).
Sweden has an extensive welfare system that provides healthcare services to the entire population. The United Nations Development Programme (UNDP) Human Development Reports rank Sweden fifth in the world n overall quality-of-life issues (World Health Organization, 2007).
The Swedish government spends 3 percent of the total budget on health. Of the total Gross Domestic Product (GDP), 9.4 percent is earmarked for health-related programs, and the government allots $2,704 (international dollars) per capita to health. More than 85 percent of total health spending is covered by the government. The private sector supplies 14.8 percent of health funding, and 92.10 percent of that amount is derived from out-of-pocket expenses. There are 3.28 physicians, 10.24 nurses, 0.70 midwives, 0.82 dentists, and 0.66 pharmacists per 1,000 population in Sweden (World Health Organization, 2007).
The National Health System, financed by taxes, is compulsory, and the number of Swedes opting for voluntary insurance is minimal. Direct healthcare services are provided at the regional level through healthcare districts composed of a hospital and several primary healthcare units. Swedish cities have been given the responsibility for providing social welfare services that include school health services, nursing home care, and in-home care (World Health Organization, 2007).
Staffing Plan for Kelly Service Employment AgencyStaffing strategy flows from the firms (Kelly Service Employment Agencys) mission, strategic plan, goals, and objectives that, in turn, influence human resource planning efforts. Human resource plans are developed for the organization as a whole and, in larger organizations, for each business unit. From the staffing perspective, the human resource plan examines an organizations demand for labor and the current labor supply to determine whether any gaps exist (Wanous, 2006). Plans are devised to address the gaps and achieve the desired staffing levels. At the department level, such action plans identify the number of hires and the positions that will be filled within a specific timeframe. Plans must also address economic conditions, the labor market, and skill and technology changes as part of ongoing environmental scanning. Finally, the plan should address issues of diversity and affirmative action.
The staffing plan for Kelly Service Employment Agency staff is a process. The staff plan and its specific mission focus is on specific aspects relating to the Kelly Service Employment Agency. Specific job-specific goals for the staffing effort is defined as a general overview of the Kelly Service Employment Agency. Within the staffing plan, various objectives, objectives, goals, and objectives are defined to achieve those goals in order to maximize the effectiveness for the staffing agency.
The staffing plan and its specific mission take into account the individual roles that are the most relevant for the staffing needs of a service job in each agency. They are not intended as specific, but need-based goals, goals, and objectives. A staffing plan (see below) also serves as a comprehensive list of services that will be offered to employees in those jobs. While an individual employee will be considered for this job if they are currently employed at the service job’s place of service for the position, such a general description of a job is not required. An example of specific staffing plans that are typically used for service-specific functions is to support members of a diverse workforce, such as physicians and mental health professionals. Staffing plans and specific mission plans provide a broad basis for a service agency to identify personnel who are needed to provide services efficiently, and to ensure those tasks fall within the broader employment mission of the agency. When the staffing plan identifies the job needs of employees, however, it does so in a manner consistent with the staffing mission specific goals and objectives for a typical service job (Dawson, 2005). Personnel are referred to as ‘staffing managers’, after Executive Officer of the Administrative Office for the National Employment Program. Members of the staff are expected to be able to provide their service to the staff as quickly as possible and to ensure the employment of staff to the job.
The staffing plan is also designed in a manner to address specific issues with staffing that may be of an administrative importance to employees, such as:
the lack of sufficient staffing
the need for staff to maintain and provide quality support services
staffing and maintaining and maintaining the overall effectiveness of the mission
staffing the effectiveness of any of the functions within a specific staff unit of the agency, but the overall staffing performance of the employee
labor and staffing levels for any specific workforce
The staffing managers who provide the organization’s services are generally qualified but not always experience-oriented or experienced in their roles and abilities. For example, a former executive officer will generally be expected to take a highly competitive and specialized managerial position as a personnel manager within the organization (Dawson, 2005). The agency has also been criticized for the lack of a staff staff coordinator as its first rank, and many other agencies have a high number of qualified officials with varying degrees of skill, experience, and career track record. Staffing and staffing managers also have the responsibility of meeting staffing and staffing needs at the operational level. When staffing and staffing problems arise at a job, management is usually forced to address them by adding managers or managers’ advisors to the organization’s staffing and staffing services or management training program. Staffing and staffing managers also must learn, with a minimum of time and experience, of how to utilize technology in making the services available in certain contexts. In addition, staffing and staffing managers will also learn the best ways to manage the organization’s resources and resources for the future.
To summarize, the staffing plan (see below) is a way to understand staffing and staffing problems during training and for future staffing management in the organization. While staffing and staffing management also should take into consideration the employee’s specific needs and needs, the staffing policy has an inherent role for management.
Staffing Policy in United States Department of Labor
Staffing and staffing management has evolved over time to understand critical operational and staffing issues at the major agencies (The National Security, the Environmental Protection Agency
The staffing plan for Kelly Service Employment Agency staff is a process. The staff plan and its specific mission focus is on specific aspects relating to the Kelly Service Employment Agency. Specific job-specific goals for the staffing effort is defined as a general overview of the Kelly Service Employment Agency. Within the staffing plan, various objectives, objectives, goals, and objectives are defined to achieve those goals in order to maximize the effectiveness for the staffing agency.
The staffing plan and its specific mission take into account the individual roles that are the most relevant for the staffing needs of a service job in each agency. They are not intended as specific, but need-based goals, goals, and objectives. A staffing plan (see below) also serves as a comprehensive list of services that will be offered to employees in those jobs. While an individual employee will be considered for this job if they are currently employed at the service job’s place of service for the position, such a general description of a job is not required. An example of specific staffing plans that are typically used for service-specific functions is to support members of a diverse workforce, such as physicians and mental health professionals. Staffing plans and specific mission plans provide a broad basis for a service agency to identify personnel who are needed to provide services efficiently, and to ensure those tasks fall within the broader employment mission of the agency. When the staffing plan identifies the job needs of employees, however, it does so in a manner consistent with the staffing mission specific goals and objectives for a typical service job (Dawson, 2005). Personnel are referred to as ‘staffing managers’, after Executive Officer of the Administrative Office for the National Employment Program. Members of the staff are expected to be able to provide their service to the staff as quickly as possible and to ensure the employment of staff to the job.
The staffing plan is also designed in a manner to address specific issues with staffing that may be of an administrative importance to employees, such as:
the lack of sufficient staffing
the need for staff to maintain and provide quality support services
staffing and maintaining and maintaining the overall effectiveness of the mission
staffing the effectiveness of any of the functions within a specific staff unit of the agency, but the overall staffing performance of the employee
labor and staffing levels for any specific workforce
The staffing managers who provide the organization’s services are generally qualified but not always experience-oriented or experienced in their roles and abilities. For example, a former executive officer will generally be expected to take a highly competitive and specialized managerial position as a personnel manager within the organization (Dawson, 2005). The agency has also been criticized for the lack of a staff staff coordinator as its first rank, and many other agencies have a high number of qualified officials with varying degrees of skill, experience, and career track record. Staffing and staffing managers also have the responsibility of meeting staffing and staffing needs at the operational level. When staffing and staffing problems arise at a job, management is usually forced to address them by adding managers or managers’ advisors to the organization’s staffing and staffing services or management training program. Staffing and staffing managers also must learn, with a minimum of time and experience, of how to utilize technology in making the services available in certain contexts. In addition, staffing and staffing managers will also learn the best ways to manage the organization’s resources and resources for the future.
To summarize, the staffing plan (see below) is a way to understand staffing and staffing problems during training and for future staffing management in the organization. While staffing and staffing management also should take into consideration the employee’s specific needs and needs, the staffing policy has an inherent role for management.
Staffing Policy in United States Department of Labor
Staffing and staffing management has evolved over time to understand critical operational and staffing issues at the major agencies (The National Security, the Environmental Protection Agency
RecruitmentWhen human resource planning indicates that additional employees need to be hired, the organization engages in recruitment activities. The initial goal of recruitment efforts is attracting a pool of potentially qualified applicants to the organization (Heneman, 2003).
There are a number of strategic choices that the Agency can make regarding the recruitment process. Does the healthcare organization in Sweden want to develop employees by promoting from within, or are needed employees brought in from outside of the company (i.e., internal vs. external recruiting)? Does the human resources department handle recruitment activities, or is an outside recruitment agency retained for this purpose? What role does technology play? How much discretion do business units and managers have in recruiting employees? How is the recruitment budget developed? Is the recruitment budget administered in a centralized or decentralized fashion? How does the company incorporate diversity issues in the recruitment process? Who is responsible for the success of recruitment activities? (Bowen, 2004)
Once the organization sorts out its recruitment strategy and plan, recruitment is generally conceptualized as sources of recruits and methods utilized to attract recruits. Recruits can be found inside and outside of the organization. Internal candidates, who are already employed by the organization, might be considered for promotion, transfer to another unit or location, job rotation, or other assignment.
Often internal job openings reflect a career or mobility path where the open position is the typical next step for the employee. Internal methods include job postings, skill inventories, nominations, and succession plans. Consider job postings (Arvey, 2008).
Kelly Service Employment Agency may need to augment the pool of qualified applicants from Sweden by looking outside the company. Recruits from the outside may bring new ideas and increase diversity. External sources of employees include referral programs, walk-ins, employment agencies, temporary help agencies, trade associations and unions, schools (high schools, colleges, and universities), and foreign nationals. External methods include advertisements in the media (print, TV, radio, Web), employment agencies, open houses/job fairs, executive search firms, direct mail, and so on. The mix of methods will depend