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You are an HR professional at a large teaching hospital with responsibility for the areas of employee talent development and employee experience (sometimes called employee perspective).

Admin — Tue, 28 Jan 2025 18:15:22 +0000

Prepare a 3–4-page report on how you plan to approach employee talent development, employee success, retention, and the employee experience issues with viable recommendations for solutions.
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Assessment Introduction
What is the employee experience from the employee’s perspective? The employee experience is when an employee considers their work more than just a job. Employers hope for that possibility, even though it is unlikely every employee in the organization will attain a high level of enjoyment from their work and their work environment. The employee perspective means pride in their employment and a passion for what they do, whom they do it with, and respect for their organizational leadership.
We have arrived at a time in history where talent matters and retaining that talent is not a simple or inexpensive process. Employees today desire a great deal more than employees have in the past. Work has become more important to employees than ever before. Expectations for dynamic, interesting work and a work environment that enhances the process of work grows ever greater each year. The workplace takes up the vast majority of an employee’s life, and this previously accepted tradition of work not being fun or even tolerable has been rejected. In addition, the idea that an employee’s career is for them to manage may be true, but management can make that a great deal more exciting and productive if the pathways to success are clear and available.
Scenario
You are an HR professional at a large teaching hospital with responsibility for the areas of employee talent development and employee experience (sometimes called employee perspective). The hospital’s mission is to integrate a broad spectrum of clinical care, teaching, and research, with special emphasis on the health of children and their families, for two states on the east coast of the United States.
Recently, you have observed high rates of turnover across a number of occupations. Licensed practical nurses, radiologist technicians, surgical technicians, pharmacy technicians, medical assistants, laboratory technicians, and dietitian assistants are at the top of the list of people your hospital cannot keep. You have been conducting exit interviews and talking to current employees about what the areas of concern are that could be influencing the high rate of turnover.
As it turns out, another hospital in the area that has been aggressively recruiting new employees. The hospital is associated with a medical school and an external physician assistance program. They are using a completely new employee experience approach that includes:
Advancement opportunities through joint university and technical certification programs.
Cross-field rotations.
Tuition assistance.
Scholarship programs for entry into the physician assistant program.
Work time for physical fitness.
Co-located complimentary daycare for second and third shift staff.
A gourmet cafeteria.
These benefits are part of what the private hospital calls a comprehensive work-life career-investment program for employees. Your institution has a legacy cafeteria and nothing that mirrors the other hospital’s employee experience program. Additionally, recent engagement surveys indicate that employees are not getting the career guidance from team leaders and supervisors that they think they should. Several surveys of employees found that they felt they are not valued or considered part of the organization and that “only doctors and RNs really mattered.”
Your Challenge
This assessment examines how to assess the effectiveness of employee talent development and employee experience (employee perspective). Consider the challenging conditions that you would face in the situation presented.
What would your next step be in confronting the HR challenge faced by the hospital from a competitive standpoint? Should you present the differences between your hospital and its competitor’s programs to your supervisors or even the hospital director? If yes, why, and how would you go about that? If not, what would your rationale be for your decision?
What research would you do? Making the type of changes that the other hospital made is a major effort in cost and from an organizational culture and employee-valuing perspective.
What challenges might you face from your own HR director? From medical staff leaders and others? The cost of current turnover is coming close to 15% of yearly salary for some positions, and the loss of institutional knowledge is affecting treatment quality, according to a panel of physicians and nursing staff.
What new and different programs might be introduced into the organization to improve the employee experience considering the scope of challenges that were discussed in the introduction?
Your job in this assessment is to use the guidance from above to prepare a report for your supervisors on how you plan to approach the employee talent development and employee experience (employee perspective) problems with viable recommendations for solutions. Please provide at least six academic, scholarly, or professional resources from the Capella University Library.
Assessment Instructions
Prepare a 3–4-page report that states your recommended course of action. Along with your recommendation, include the following:
Analyze, from a competitive standpoint, how proposed recommendations address the HR challenge faced by the hospital.
What is the scope of the differences between your hospital and its competitor?
What would it take to emulate the competitor’s programs?
Describe key factors considered to support the major effort and cost it would take to enact changes in organizational culture, which could be embraced by employees.
What challenges would be faced by trying to emulate the competitor’s programs?
What would the risks be by not addressing the differences between your hospital and its competitor?
Explain how to mitigate cost of current turnover and the loss of institutional knowledge that is affecting treatment quality.
What is causing the turnover?
What actions can you take to address the issue?
Describe programs you would introduce to improve the employee experience.
What are the different parts of your programs?
What are they intended to do?
Review the HR Challenge: The Employee Experience – Pathways to Employee Success and Retention Scoring Guide to see the criteria by which your assessment will be evaluated. Before submitting your assessment for evaluation, review your draft in Turnitin to check your use of source material.
Submission Requirements
The deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace. Your assessment should meet the following additional requirements:
Length: Your plan should be 3–4 typed, double-spaced pages, not including the cover and resources pages.
The first page should be a cover sheet with your name, the course number, assessment title, and date. No other information is required on this page.
The last page should be the reference list.
Organization: Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader.
Font and font size: Times New Roman, 12-point font.
Resources: Use a minimum of six references from academic, scholarly, or professional publications.
Evidence: Support your assertions with data and in-text citations.
APA formatting: Resources and in-text citations are formatted according to current Evidence and APA guidelines.
Written communication:
Support main points and recommendations with relevant and credible evidence.
Address the appropriate audience, using familiar, discipline-specific language and terminology.
Use spell-check and other tools to ensure correct spelling and grammar.
Consider adding this assessment to your ePortfolio.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:
Competency 1: Develop strategic recruiting approaches and selection methods to support an organization’s talent goals.
Analyze, from a competitive standpoint, how proposed recommendations address the HR challenge faced by the hospital.
Describe key factors considered to support the major effort and cost it would take to enact changes in organizational culture, which could be embraced by employees.
Competency 2: Apply talent mobility practices for an organization.
Describe programs you would introduce to improve the employee experience.
Competency 3: Examine approaches to workforce planning to determine present and future talent needs.
Explain how to mitigate cost of current turnover and the loss of institutional knowledge that is affecting treatment quality.
Competency 5: Communicate clearly, accurately, and professionally for the HR field.
Support main points and recommendations with relevant and credible evidence.
Address the appropriate audience, using familiar, discipline-specific language and terminology.

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Suppose that you are the HR manager for a company. The judge in a current law suit by a former employee has ordered mandatory pre-suit mediation.

Admin — Tue, 28 Jan 2025 15:39:10 +0000

Suppose that you are the HR manager for a company. The judge in a current law suit by a former employee has ordered mandatory pre-suit mediation. Your boss is unfamiliar with mediation and she asks you to advise her as to several issues regarding the upcoming mediation. Draft a memo thoroughly discussing, at minimum, the following questions:
What are the advantages and disadvantages of mediation? Is it likely to be successful? Is it likely to make the parties more or less hostile toward one another? How do the costs in terms of time and money compare with litigation?
If your boss has no interest in mediation, does she really have to be there? Can she send her attorney instead? If so, are there any conflicts of interest with respect to attorney advocate representation of which she should be aware?
Must the company actually participate in the mediation? Can your boss (or her attorney) just sit there and refuse to speak?
If your boss (or her attorney) does decide to engage in dialogue during the mediation, what are the risks concerning information that might be disclosed? If the mediation fails, can the former employee use such information at trial?
Although this assignment is completed in Week 3, students should refer to information in Lessons 3, 4, and 7 for relevant information.
Submission Instructions:
This assignment should at a minimum contain 1,000 words of content (there are four parts, so this is ~250 words each). Word count does not include headings, cover pages, references, or question text (if you choose to include it in your paper); I am looking for 1,000 words of substance. Your paper should be in APA format including a properly formatted cover page (abstracts are optional) and a reference page with at least three (3) NEW references (“new” here means references that you have not already used in previous assignments in this course). Providing additional references to your assignments demonstrates your desire to conduct additional research on the topic area, and can improve your research skills.
With all assignments, include properly formatted in-text citations within the body of your work for each of your listed references so the reader can ascertain your original thoughts or ideas as well as the portion of your work that is credited to credible sources. It is very important to identify work from other sources to ensure that proper credit is provided to researchers in the field. This assignment uses Turn It In for originality verification.
Submit the weekly written assignment as an MS Word attachment (.doc or .docx format). A recommended font is 12pt Times New Roman.

Guidelines for Mandatory Pre-Suit Mediation

Purpose of Mediation

Mediation is a structured alternative dispute resolution (ADR) process where a neutral third-party mediator assists the disputing parties in negotiating a mutually agreeable settlement. It is designed to save time, reduce costs, and maintain confidentiality while fostering better communication and collaboration.

Preparation for Mediation

Understand the Case:
- Review all relevant documents, evidence, and correspondence related to the dispute.
- Identify the key issues and interests of both the company and the opposing party.
Establish Goals:
- Define the company’s primary objectives and acceptable settlement terms.
- Identify non-negotiable points and areas where compromise is possible.
Engage Legal Counsel:
- Consult with an attorney to ensure alignment on legal and strategic considerations.
- Prepare clear talking points and determine the scope of information to be disclosed.
Designate a Representative:
- Choose a representative with the authority to make decisions during the mediation.
- If the representative is not attending in person, ensure legal counsel is empowered to negotiate on behalf of the company.
Familiarize Yourself with Mediation Rules:
- Review jurisdictional confidentiality rules and mediation procedures.
- Understand the mediator’s role and the voluntary nature of agreements reached.

During Mediation

Participation:
- Actively engage in discussions and present your perspective constructively.
- Avoid being passive or refusing to communicate, as it may hinder progress.
Confidentiality:
- Ensure all statements made during mediation remain confidential and cannot be used in litigation.
- Avoid sharing sensitive company information unless necessary and pre-approved.
Negotiation:
- Focus on interests rather than positions to identify mutually beneficial solutions.
- Be open to compromise while protecting the company’s core objectives.
Mediator’s Role:
- Leverage the mediator’s expertise to clarify misunderstandings and explore creative solutions.
- Trust the mediator to maintain impartiality and guide the process effectively.
Communication:
- Use clear, concise, and professional language.
- Avoid inflammatory remarks or accusations that may escalate tensions.

Post-Mediation Steps

Settlement Agreement:
- If an agreement is reached, ensure it is documented in writing and signed by both parties.
- Review the agreement carefully with legal counsel before finalizing.
Next Steps if Mediation Fails:
- Evaluate the information shared and the insights gained during mediation.
- Determine whether further negotiations are viable or if litigation is necessary.
Internal Review:
- Assess the mediation process to identify lessons learned.
- Develop strategies to avoid similar disputes in the future.

Key Considerations

Mandatory Attendance:
- Participation is required as ordered by the court. Decision-makers or legal representatives must attend.
Legal Representation:
- Ensure that legal counsel has no conflicts of interest and adheres to ethical standards.
Confidentiality and Risks:
- Protect sensitive information, as mediation discussions are privileged.
- Avoid admissions of liability or over-disclosure that could impact future litigation.
Focus on Resolution:
- Approach mediation with a collaborative mindset to increase the likelihood of a successful outcome.

Benefits of Mediation

Cost Savings:
- Reduces legal and court-related expenses compared to prolonged litigation.
Time Efficiency:
- Resolves disputes faster than traditional court proceedings.
Relationship Preservation:
- Encourages communication and reduces hostility, preserving professional relationships.
Confidentiality:
- Keeps the dispute private, protecting the company’s reputation.

By following these guidelines, the company can navigate the mediation process effectively, with a greater chance of resolving the dispute amicably and efficiently

The post Suppose that you are the HR manager for a company. The judge in a current law suit by a former employee has ordered mandatory pre-suit mediation. appeared first on blitz.