Paradigm shift in hr practices 2

United Arab Emirates
PARADIGM SHIFT IN HR PRACTICES
Abdul Razak. A
Head- HR – Anglo Arabian Healthcare Group

 Healthcare Sector
 HR Transformation
 People –Generation mix
 Key Findings
 Leading Trends
 Operational Model
SYNOPSIS

 Healthcare, more than any other Service sector industries, depends on people to carry out its mission
 HR accounts for a high proportion of budgets assigned to the health sector
 Globally 35 million persons are employed in health sector (ILO 2014)
 The economic and human costs of poor HR are high in the health sector
 Health services mission, strategic plans and quality improvement initiatives are useless unless there is appropriate people strategy in place
 Health care key stakeholders are people and despite changes in the way care is provided people are always central in the provision of care
whether the care is preventive, promotive, diagnostic, curative, chronic or rehabilitative
Healthcare as Service Sector

Human Resource- (work force) is one of the major challenges in Healthcare system
 Sufficient ?
 Motivated ?
 Competent?
 Well distributed ?
 Well supported ?
Healthcare as Service Sector
……..Waste/Misuse of resources (workforce)
What is better practice ..?

HR Transformation

HR Transformation
Personnel
Department
Integrated Talent
Management
Operational HR Business HR
 Efficiency
 Set up service centres
 Into support service for
efficient service delivery
 Effectiveness
 Talent Management
 L & D
 Leadership Pipeline
 KPIs
 Strategic HR
 Business strategy
 Business responsibility
 Capability building
 Leadership inventory
 Know the business locally
 Outside in

People- Generation mix
 Traditionalists
 Baby Boomers
 Gen-X
 Gen- Y – Millennials
 Gen - Z

Generational Intelligence
This process involves becoming critically aware of the values and attitudes underpinning beliefs about
intergenerational relations.
The process clears the way for action that is generationally sustainable.

“Softer” areas such as culture and engagement, leadership, and development have become urgent priorities.
Leadership and learning have dramatically increased in importance, but the capability gap is widening.
Leadership and learning have dramatically increased in importance, but the capability gap is widening.
HR Transformation- Key – Findings
HR technology systems are a growing market, but their promise may be largely unfulfilled.
Talent and people analytics are a high priority and a tremendous opportunity, but progress is slow
Simplification is an emerging theme; HR is part of the problem.
2015 Global Human Capital Trends Leading in the new world of work – Deloitte survey 2015

HR Transformation - Leading Trends
2015 Global Human Capital Trends Leading in the new world of work – Deloitte survey 2015

LEADING
 Leadership
 L & D changing Concepts
 Capability building
“ Healthcare industry drastically facing shortage of leadership to take
up the organization up to market demand “

LEADING
L & D concentrate on Leadership development – Capability Building
CFO to CEO : what happens if we invest in developing our people and then they leave us ?
CEO : what “happens if we don’t and they stay?
“A key element of an organization’s learning strategy will target the long-term development of those
identified as exceptionally high-performing or high-potential individuals (known as ‘talent’), who are critical
to long-term business success” CIPD 2013

ENGAGING
 Engaging Doesn't mean entertaining
 Acculturation ,
 Collaboration & involvement in decision making
 Work force on Demand
 Short term
 Outsourced
 contingent
 Performance Management
 Putting employees in the driver seat
 Elimination of ratings and rankings
 Performance improvement mind-set
 Building alliances
 Big Data and analytics

RE INVENTING
 Business impact by HR
 Talent Analytic Capabilities
 Bring out side in – big data analytic

OVERVIEW OF KEY QUESTIONS AND FINDINGS

RE IMAGINING
 Work simplification
 Collaboration instead of Competition
 technology & Social Media

SOCIAL MEDIA – IMPACTS (HELPS) HR
 Before joining the company
 Tenure at the company
 After leaving the company

 Attracting candidates to apply
 Peer to Peer recruitment
 Reputation and Brand assessment
 Referral schemes
 Talent communities
 Organization culture
 Giving feedback on an interview
 Finding companies that match the areas of interest
 Selecting a particular company
 Preparing for interview accepting the offer
Before Joining

Tenure at the
company
 On boarding help
 Role specific documents (wikis)
 Q&A discussions
 Experience platforms
 Track search
 Learning –virtual classrooms
 Idea generation portals
 Development Groups Retention tools
 Communication network

After leaving
the company
 Connected to the company on its alumni network
 Answering queries of enthusiasts who want to join
 Interacting with employees of the organization

HR Operational Model
Familiar Concept – in practice

New Model
United Arab EmiratesDesigning Next Generation HR – KPMG- 2015

HR Value Proposition

Operations

• 10 Answer Keys, Communicating with the 5 Generations in the Workplace -2014
by Mary L Erlain (Author), Meredith "Kit" Bromfield (Author)
References:
• Generational Intelligence -A Critical Approach to Age Relations
Simon Biggs and Ariela Lowenstein-2015
• 2015 Global Human Capital Trends Leading in the new world of work – Deloitte survey 2015
• Designing Next Generation HR. How to differentiate your HR architecture to drive real business value- KPMG study report 2015
• SHRM- Healthcare reforms -2015

Abdul Razak. A
Head- HR – Anglo Arabian Healthcare Group
PARADIGM SHIFT IN HR PRACTICES

Paradigm shift in hr practices 2

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