Trends in Healthcare Administration
Introduction
Recruitment is an essential process that can be facilitated by firms in the professional, scientific and
technical services sector which is recognized by the NAICS codes (Sector 54). This activity helps to bring
new best talents on board or in a bid to either replace a retired, deceased or fired employee. In
whichever way, the HR is changing in the way it identifies, brings on board and support talents in
organizations. Accurate analysis and prediction of staff needs, bettering the office environment by
increasing productivity and cultivating employees’ careers are some of the factors that when adequately
catered for leads to the smooth implementation of human resource processes. Mindful of this, this
paper will discuss three HR trends being eyed by most companies.
Findings
Top Three Trends in the HR Industry
In a push to make the workplace a safer, enjoyable and more diverse, the HR is eyeing the following
three trends: focus on employee experience from employee engagement, digitalization of HR and use of
people analytics in organizations. These trends are meant to help HR better workplaces (Leong, 2017).
While it will be challenging to push for the adoption of these trends, companies that will embrace these
trends will reap massive benefits of increased productivity.
Focus on employee experience from employee engagement
The success and ability of an organization to effectively compete with other companies lie on how well it
treats its employees. Now is never an era where employee were objects whose data was to be managed
by the HR. HR role is shifting towards ensuring that employees get the best experience from the
interview phase until an employee finds another opportunity. This means that during the employee
tenure, the HR is mandated to nature employees’ skills, build good relationships and ensure that
employees get the right sense of belonging during their professional journey (Jerath, 2018). For this
reason, HR practitioners are continually seeking for information through technologies on how to
develop an “employee experience” ecosystem that will promote culture, performance, and
engagement.
Digitalization of HR
The technology was developed to make work more comfortable, and its incorporation in HR will
improve the rate of service delivery by HR. HR in your pocket is an App designed to bring HR services
closer to the employees. Employees they can use the platform to follow up their life benefits, apply
leaves and get informed on any new job opening (Leong, 2017). Likewise, HR practitioners use the app
to give feedback on issues raised by employees. HR features a lot of paperwork and it often hard to keep
up with some process. This often delays the services to be provided. However, with HR digitization and
Chatbots, HR paperwork will be significantly minimized. While HR digitization is still in its infancy, its
adoption is slowly creeping into the corporate world.
Use of people analytics in organizations
Data has become part and parcel of a successful organization, and its analysis is mandatory. The purpose
of people analytics in an organization is to enable HR to create a “business intelligence” hub from which
employee-related information will be mined (Leong, 2017). Moreover, people analytics team will be
tasked by the organization in question to safeguard the privacy of employee information and developing
models that will facilitate proper communication between employees, team leaders, and other staffs.
HR must ensure such bodies exist in the organization instead of hiring data analyst. People analytics
team have a profound understanding of the vision of the organization and aware of the processes and
functions of the organization (Moody, Golden & Tornone, 2018). They are therefore able to perform
proper data analysis and come up with the best recommendation on how to handle employees.
An Important Emerging Issue in a Trend
Based on the current status of the industry, the HR trend that is of great significance is people analytics
First, data drives processes (Sullivan, 2013). If companies have access to the correct data, they can
correctly predict behaviors of employees. Nevertheless, when it comes to finding the right talent for an
organization, searchers conducted by HR alone are not sufficient. The HRs needs the input of the right
personnel, recruiters, and executive search recruiters and most importantly input from people analytics
team. Engagement of people analytics helps HR develop a meaningful management reporting that
enables proper management of workforce and increased performance (Sullivan, 2013). For instance,
adequately integrated people analytics can help HR established the relationship between the current
revenue generated by the existing headcount or whether there is a consistency between profits and cost
of labor. It can also help in determining the correlation between budget allocation, employee training
cost, and performance and the level of satisfaction of employees among others (Sullivan, 2013). The few
instances highlighted above reveals that people analytics is the best HR trend through which significant
management reporting that leads to improved workforce performance can be developed.
Secondly, people analytics helps in planning for future demand and supply of the human resource. One
may wonder how possible it is to plan for future employment opportunities without first determining
the roles of the applicants, the availability of job positions and the time of placement. Momin found out
that Mishra (2015) HR use people analytics as a recruitment planning tool especially for shorter
durations in the future like 6 – 12 months. Some critics usually find this approach ironical asserting that
it is quite challenging to make such arrangements ahead of time as they may be bound to fail. While
their findings may be valid, proper use of people analytics can inform future labor needs. This is possible
primarily if HR utilizes analytics in developing a program that can forecast future labor demands. For
instance, HR can analyze the external and internal environmental factors that influence labor demand
and correlate them with the needs of future replacement by the company. Some of the factors that
inform of future need for employees are a business expansion, increased market share, investment in
technology, demographics among others. Additionally, people analytics also help in planning for
replacement of employees. HR usually considers people analytics such as absenteeism, workforce
turnover, retirement etcetera. In summary, leveraging information from people analytics helps HR
develop a reliable workforce plan for future use.
Finally, leveraging the power of people analytics help HR plan for sustainability of both the company and
the workforce in the long-run. HR is usually tasked with ensuring increased productivity and operations
of the company. In some instances, they lose focus on the future sustainability of the company.
However, the use of people analytics can inform of future changes of the workforce and their impacts
on the sustainability of a company (Isson & Harriott, 2016). For instance, people analytics inform of
factors like change in diversity, the ratio between the aging employees versus the youthful employees,
knowledge management and length of tenure of a particular employee. Analysis of these factors can
help identify the level of risk of a company at a specific time and its ability to be sustainable in future. In
most cases, it is senior management that is usually concerned with the future progress of the company.
However, since senior management does not directly interact with the building blocks of the company,
employees, the HR has a responsibility of taking appropriate measures in managing a workforce to boost
the efforts of the senior management. This can only be possible if HR leverages the power of people
analytics.
On the other hand, people analytics is a skill that requires time and dedication for one to master. To
master the skill, HR professionals ought to be excellent in capturing and reporting of data. Finally, one
needs to be a good storyteller. Effective storytelling skills enable one to interpret the analyzed data
easily. Without these qualifications, it is hard to leverage the power of people analytics.
Conclusions
In conclusion, the changing nature of the corporate world is compelling HR professionals to change their
way of recruiting and retaining talents in companies. Employees demand more that engagement: they
demand experience. Mindful of this, HR professionals have to align themselves with proper HR trends to
ensure that conducive work environment is created. Among the many HR trends, three of them is a
focus on employee experience, use of digitized HR and use of people analytics. People analytics suits
current times because it provides HR with extensive data help inform of future needs of employees,
sustainability needs of the company and the workforce and the general performance of the workforce.
However, leisurely it seems to be, leveraging of people analytics requires dedication and skills to
produce fruits.
References
Isson, J. P., & Harriott, J. S. (2016). People Analytics in the Era of Big Data. Wiley.
Jerath, A. (2018). Look ahead at HR trends for 2018. SHRM. Retrieved 27 April 2018, from
https://www.shrm.org/shrm-india/pages/look-ahead-at-hr-trends-for-2018.aspx
Leong, C. (2017). Four Key HR Trends To Watch In 2018. Forbes.com. Retrieved 27 April 2018, from
https://www.forbes.com/sites/cheetung/2017/12/19/four-key-hr-trends-to-watch-in2018/#5e0689d819de
Momin, W. Y. M., & Mishra, K. (2015). HR Analytics as a strategic workforce planning. IJAR, 1(4), 258260.
Moody, K., Golden, R., & Tornone, K. (2018). 10 trends that will shape HR in 2018. HR Dive. Retrieved 27
April 2018, from https://www.hrdive.com/news/10-trends-that-will-shape-hr-in-2018/513665/
Sullivan, J. (2013). How Google is using people analytics to completely reinvent HR. TLNT: The Business
of HR, 26.
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