STRATEGIC HUMAN
RESOURCE PRACTICE
Haley Marino
SBMN 5030 Final Paper
Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
General Overview of Organization & Significant Work Areas
“The mission of Rush is to improve the health of the individuals and diverse
communities we serve through the integration of outstanding patient care,
education, research and community partnerships. Rush will be the leading
academic health system in the region and nationally recognized for transforming
health care. Rush University Medical Center's core values — innovation,
collaboration, accountability, respect and excellence — are the roadmap to our
mission and vision. These five values, known as our I CARE values, convey the
philosophy behind every decision Rush employees make. Rush employees also
commit themselves to executing these values with compassion. This translates
into a dedication — shared by all members of the Rush community — to
providing the highest quality patient care.” Rush is one of the largest hospitals
located in the Chicagoland area. Currently ranked number one in the nation for
quality of care and has been ranked in the top five for seven consecutive years.
Rush is also ranked one of the top teaching hospitals in the country. In 2017,
Rush was named number one in the list of best hospitals for Illinois nurses. In
addition to high rankings and awards, rush is also one of the only hospitals in the
area to have a Joint Commission Accreditation for Behavioral Health, Pathology,
and Comprehensive Stroke programs.
I would say the most significant work areas at Rush would be Nursing,
Outpatient and Human Resources. Since I am located in the Nursing department,
I complete a lot of collaborative work with other departments. When I started at
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
Rush, I did not realize how nurse-driven a hospital could be. I say this because
almost every change that is made, hospital wide, is brought to Nursing
Administration for approval and implementation. We even have high level nurse
leaders in Senior VP Hospital Operations positions, so they have the experience to
look at things from the nursing perspective. The outpatient programs also make
up a fairly large department. Rush offers everything from Adolescent Behavioral
Health to the new up-and-coming Cancer Center (coming 2022). These clinics are
mainly nurse-driven, although it is Doctors who hold the chair titles. The third
largest work area at Rush is the Human Resources department. At Rush, there are
seven sub-departments built into the umbrella of “HR”. These sub-departments
include areas such as compensation/benefits, training, compliance, talent
acquisition, HR operations, employee services, and HR business partners. Since
Rush is such a large organization, the business partners are assigned to difference
sections of the hospital, along with a recruitment team from talent acquisition.
This process allows all employees to stay efficient because they are always working
with leadership and roles they have grown to understand, even if they may not be
incredibly familiar.
Rush is made up of many other departments as well and it is very important to
be able to collaborate across departments when necessary. At Rush, employees are
encouraged to include the “ICARE” model in everything they do. For some, this
may include introducing new practices and procedures that require the staff to
“think outside the box”. Of course, the safety of the patient is always the highest
priority when new ideas come about. Being an innovative leader is something that
is essentially required at Rush. I feel the leaders are quite innovative for the most
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
part, but by implementing a prospector strategy, we may be able to grow this
innovation to a new level.
Selected HR Practice for Implementation
I would like to propose implementing a stronger prospector strategy into
Rush. This type of strategy would be incredibly beneficial if implemented into a
health care system since it is focused on continuing to grow and innovate. The
prospector strategy is primarily focused around opportunities to develop new
ideas and ways of thinking. Since this strategy goes hand in hand with
innovation and collaboration, it seems this would be the best strategy to
implement in a workplace that puts a strong emphasis on both of these topics.
The prospector strategy involves development and expansion into new areas,
something that is very important in most organizations but specifically
important in a health care system. Prospectors are considered pro-active in
their pursuit of new opportunities. Although they are typically more broadened
in product and service lines, this type of thinking could be extremely beneficial
in the healthcare field.
There is somewhat of a prospector strategy in place currently, since the
medical and healthcare field is always changing and developing new products
and tools for patients. However, I think this could be implemented in a
stronger way.
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
SWOT Analysis (Created by Leadership)
STRENGTHS
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Rich history
Designation, i.e. Magnet, Beacon
National presence & international presence
/ rankings
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initiate new practices / best of both worlds
Access to grant money
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Not standard onboarding of leaders
/succession planning
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Teacher / Practitioner Model
Academic strength – learning culture
Resources / Collaboration:
o Stakeholders
o Interdisciplinary relationships
o Provider relationships
Program recognition
Diversity – ranked & recognized
See no boundaries → large vision
Data driven
Leader in evidence-based practice,
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Siloed within systems
Different IRBs
Communication challenges (i.e. email) /
not knowing who to call
Don’t have a shared language (i.e. titles /
structures)
Distance
Not having shared policies
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Technology gaps
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/ differences / not using
media to best ability / Wi-Fi / Epic not
standardized
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Not knowing what each other are doing /
what we resources we have and how to use
research, quality improvement, policy
Media presence
Common perception – quality & comm.
Trust
Well-educated workforce
Strong professional practice models
Individual expertise, SME – Diversity
Well-respected “Rush Nurse”
Onboarding process – student pipeline at
all levels
Academic environment
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Differing equipment / supplies
New collaboration
Availability of conference space
Each organization is a different type
Library system is not integrated
Difference uniforms
Not using RN’s to the fullest degree (All
levels, CNL example, Ambulatory)
Prioritize patient needs re: distance
Encourage advanced degrees but not the
positions to support
Fosters continual learning / attracts
students nationally & internationally
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Physician groups /specialties – differences
at each organization
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Turf Dom /competitive /pride at each
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organization / maintain our identity – not
recognizing our strengths
Corporate nursing budget (lack of)
Not connected RE: care management
o
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Community – value community
diverse pt population
Making rules together as a system
Comm. hospital – nimble, flexible to
WEAKNESSES
Shared governance
Size-expansive
o Urban
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o Students bring freshness, learning
Research at the bedside
Leadership /Executive supports nursing
Supports lifelong learning
United CNO group
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
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Different opportunities – each space
/organization
Different financial structures
Not sharing resources
Lack of communication /coordination of
care / lack of feedback
Credentialing
Perceived inequity
Time to move things forward – lack of
speed
OPPORTUNITIES
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Further higher level of education for
bedside nurses
Engage ambulatory & inpatient with goal
alignment
Goal alignment across the board / across
disciplines
↑ communication for all nurses , for open
leadership opportunities across the system
Capitalize on diversity
Build structure around specific dept. / best
practice system-wide
Further partner with university to keep new
grads across system
Leverage IT support with screening tools &
metrics across the system / utilize
technology
Increase social media attention – system
Voice from all facilities with products
providing care / all stakeholders included
Elevate nursing by creating consistent
tuition reimbursement / academic
endeavors
Leverage talent – incubation lab
Nurses being able to take on positions of
non-traditional roles
Leverage IT & standardization of tools
Support to teach nurses how to use tech
Market Rush Nursing as a whole / poss.
Consultants. Revenue generating
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Multisystem research studies / evaluate
IRB differences
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Standardization of practice & policies /
supports generalized float pool
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Engage frontline staff
Same data definition / same metrics / data
is disseminated
Standardized staffing levels using analytics
Sharing of best practices between some
units
Enhance communication & awareness of
new programs, equipment
Strengthen community relationships
System positions with oversight to all
systems
RISKS
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Each site has different payor mix, could
affect our ability to have standardized
programs
Lack of communication between sites
Smaller system in marketplace
Incorporating any new nursing staff from
hospitals acquired
Siloed support departments – HR, Payroll
Inpatient vs outpatient resources
Tailoring programs to employee
populations
How sites utilize doctorally prepared nurses
Elevated Rush Nursing throughout the
system
3 separate shared governance structures
Meaningful variation vs standardization
Environmental sustainability
Different payment models
Different Epic builds
Losing individual voice in the manes of
system decisions
Competition vs. collaboration
Avoiding the big house phenomenon
Don’t lose sight of the big picture
Politics of power – physicians not wanting
to change**
Expansion decisions
Time to complete system wide decisions
Cybersecurity
Employee wellness
Violence against employees in workplace,
how does each site deal with it
Supply chain acquisition
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
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Equipment
Not having consensus
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Product decisions – standardization,
individualization
Staffing resources
HR Objectives/Strategies to Support Implementation Practice
The three main HR objectives at Rush include improving employee
engagement, reducing turnover in key organizations and strategic talent
management. Implementing the prospector strategy will increase the top three
HR objectives for the organization. By enabling employees to research and
implement new practices individually and in a group setting, employee
engagement should increase throughout the organization. As previously stated,
this also has the potentially to increase the innovation and collaboration pillars
of the core values at Rush. This new strategy will also work alongside the HR
objectives in reducing turnover and talent management. Employees will feel
empowered and valued, ultimately resulting in them wanting to continue their
career at Rush. Annually HR leadership gathers to identify priorities for the
fiscal year in conjunction with relevant budgets. The HR leadership team
presents to the Chief Human Resource Officer and priority decisions are made
through the senior leadership team of the hospital. This team includes the
Chief Officers associated with nursing, medicine, finance, and operations as
well as the CEO.
Being that innovation and collaboration are pillars of the core ICARE
values at Rush, I do not see leadership declining a request to increase this
processes. However, the leaders will have to ensure managers are involved and
monitoring the staff to ensure safety and compliance with policies that are set
in place regarding the new prospector strategy.
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
Implementation plan
The implementation process at Rush begins with creating an A3 document
focusing around your plan and why it is needed. The A3 contains a list of the people
involved as well as completion dates and processes. Once the team has completed the
A3, it is presented to the capital projects department where either it will be approved
on the spot or you will be asked to answer their questions in further detail. If your
proposal is approved, your team will receive the budgeted amount discussed in their
accounting units (departmental money given by leadership) for the next fiscal year.
My step by step implementation plan for leadership (once the proposal is
approved) would include hospital wide communication of the plan, to ensure all staff
are aware of any changes of practice that may be taking place in their area.
Developing an implementation structure, to ensure the transition is as smooth and
undisruptive as possible throughout the organization. Developing and communicating
new or edited policies to support my strategy, ensuring all staff understand the new
strategy and how to effectively utilize the process. Allocating resources that align with
the budget, which will be outlined in the A3 submitted at the beginning of the
process. Lastly, implementing the strategy throughout the entire organization and
monitoring that staff is being responsible with the new process.
Metrics
My recommendation for measuring the metrics of this new strategy would begin
by evaluating the amount of new ideas and processes submitted to management for
implementation after the first six months of implementing the new prospector strategy.
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
Next, I would complete another analysis after an additional six months to see how
many new ideas and processes were actually implemented and how well they are
working throughout the organization. In order to assess the efficiency of the new
practices, I would create a staff survey to be filled out by the departments that are
utilizing the new practice. In the case that a newly implemented practice is not
ranking high in efficiency by staff, we would pull a group together to assess what
should be changed to increase the efficiency of said practice.
Once we reach the two-year mark of implementation for the prospector
strategy, HR and a strategic team will pull together all of the proposed and
implemented practices to analyze how well the new practices are working throughout
the hospital. A second staff survey will be conducted to once again analyze the
efficiency of the new practices. The strategic team will also analyze the patient
experience surveys to ensure patients are satisfied with the new practices. Any
changes that may need to take place after analysis of these surveys will be
implemented by management. This process will occur again at the five-year mark and
will continue every five years following. Since new practices will be implemented at
different times, once the second two-year analysis is completed, the new practices will
be grouped together for the five-year and ongoing dates based on an implementation
range of eight-teen months.
Summary
In conclusion, by Rush implementing a stronger prospector strategy, the
organization will be able to build and expand not only their core values, but also the
main HR objectives. With the support of the hospital’s leadership team along with
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
upper and lower levels of management, staff will feel enabled to develop new
practices and processes to increase the efficiency of the organization. In addition,
staff will build on their ability to innovate and collaborate with other departments to
develop the best possible strategies and practices for patient care. Staff will also feel
valued, which should directly align with the HR objectives of increasing employee
engagement and reducing staff turnover.
Once the new practices have been implemented, they will continue to be
analyzed by leadership and a strategic team to ensure efficiency. This will allow Rush
to make any necessary changes to improve the processes as new technology and
external practices are developed in the healthcare field. The prospector strategic
process being implemented at Rush will allow the organization to maintain the high
rankings they currently hold and may also set a new standard for hospital and
healthcare standards.
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Haley Marino – SBMN 5030 Final Paper
Human Resource Strategy Implementation at RUMC
References
Mission, Vision and Values: About Rush. (n.d.). Retrieved from
https://www.rush.edu/about-us/about-rush-university-medical-center/mission-visionand-values.
SWOT Analysis Completed by Nurse Leaders, RUMC (n.d.).
National Recognition and Accreditations. (n.d.). Retrieved from
https://www.rush.edu/about-us/national-recognition-and-accreditations.
Zinn, J. S., Spector, W. D., Weimer, D. L., & Mukamel, D. B. (2008, April).
Strategic orientation and nursing home response to public reporting of quality
measures: an application of the miles and snow typology. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2442378/.
Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human
resources. Boston: Pearson.
Miles and Snow's Typology of Defender, Prospector, Analyzer, and Reactor. (n.d.).
Retrieved from
https://ebrary.net/3737/management/miles_snows_typology_defender_prospector_a
nalyzer_reactor.
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