HUMAN RESOURCE

MANAGEMENT
CIA 1 B

2020191
GAURAV SHARMA B
3BBA A
 1. Explain HR issues and Challenges.

One of the most challenging difficulties an HR department may confront is overcoming a bad

perception. The HR department at Spring Care Hospital has a reputation for being too

reactive and nonresponsive, and as a result, it is failing to fulfil the expectations of its

constituents and, worse, may be seen as a liability. Building good working connections

throughout the business, delivering on commitments, and knowing the challenges facing each

department are all ways to acquire credibility. While being labelled reactive isn't ideal, it's a

lot better than being labelled nonresponsive. In many respects, nonresponsive Ness is a

separate issue and a far greater worry. This indicates that the department is not giving the

level of service that it should to the hospital's departments. If an environment like this

prevails, departments may take shortcuts in areas like recruiting and firing people if they

don't feel supported. From a legal standpoint, this puts the facility in jeopardy. Despite the

fact that the HR department will be restructured shortly, it is critical that it document its

present processes and analyse how HR employees communicate with one another. HR cannot

just sit back and wait, even if many processes may alter as a result of the department's

reorganisation. This would only serve to strengthen the existing view. As part of the

transition process in selecting a new vice president, Suess or Priddy may choose to hire an

independent consultant to review the HR department. Meanwhile, Suess should be extremely

worried about the accusations and suggest that Priddy meet with senior hospital executives to

discuss them. Priddy must also assess if his department is currently staffed properly to satisfy

the organization's demands. He must examine if the persons on staff have the necessary

abilities to satisfy rising demand, in addition to the quantity of employees on staff. Once a

new vice president of HR is appointed, it's unclear what Priddy's function will be in the

company. Suess should make it clear that Priddy's primary job is to enhance the hospital's and

its workers' existing service levels.

 2. Relate HR concepts to the contexts given in the case.

Transactional work focuses on administrative efforts, including processing payroll, benefits,

hiring and terminating. Tactical work addresses potential solutions for various employee

issues, including conflict, performance issues and onboarding. Strategic goes beyond the

individual and group and aligns the HR function to the needs and goals of the entire

organization. This position necessitates a long-term, forward-thinking mindset. It's

challenging for many chief HR officers to strike a balance between transactional and

transformative efforts. Time and effort may be given to transformative work when an

organisation is in a more stable position. HR departments, on the other hand, play a more

transactional role when there is organisational change, attrition, or a focus on recruiting.

Suess's long-term goal for the HR department is for it to play a transformative role, since she

believes the department's present strategic emphasis has hampered it as an organisation.

However, given the existing views in the hospital, Suess may want to make sure that HR

focuses on transactional and tactical work first to verify that it is fulfilling expectations on a

daily basis. Taking a more strategic approach in the future will assist to support transactional

judgments. If Spring Care, for example, does not have criteria for a comprehensive incentives

plan, one aim may be to examine its present remuneration and benefits structure to improve

fairness and transparency. Before choices on pay and benefits can be made, it is important to

articulate an updated compensation philosophy.

3. Make inferences on HR issues and challenges.

Compensation, recruiting procedures, retention, talent identification and development, and

diversity are among the continuing HR problems that must be addressed, according to the

case. Constituents at Spring Care Hospital have described the HR department as

nonresponsive and overly reacting. Both words do not accurately describe the characteristics

of a business partner. In the instance of Spring care, the HR department is dealing with a

credibility problem that will need a concerted effort to be seen as collaborative and

cooperative. HR must be aware of the hospital's and individual departments' goals and

difficulties in order to be regarded a real business partner. Each of the goals and problems has

a human aspect, and HR must not only comprehend those human components, but also be

able to give answers. Despite the fact that performance reviews, rules, and other compliance

concerns are critical, they are rarely perceived as providing value to the business by its

stakeholders. In this scenario, Priddy and the future Vice President of Human Resources must

be more aggressive in engaging the hospital's senior executives and departments and assisting

them in meeting their objectives. To recover the trust of the departments it serves, HR at

Spring Care must take a “back to basics” approach. Building a stronger collaboration will

require addressing compliance issues. Despite the fact that departments will demand more

from HR, the business will suffer if compliance is ignored.