STRATEGIC HUMAN RESOURCE

MANAGEMENT IN NURSING
Mary Katherine S. Avenido
ORGANIZATIONAL
OBJECTIVES AND
GOALS
Organizational Objectives
◦ Organizational goals are strategic objectives that a
company's management establishes to outline
expected outcomes and guide employees' efforts.
GOALS should be:

•specific,
•measurable,
•achievable,
•relevant and
•timely.
◦ Organizations should communicate goals to 
engage employees in their work and to achieve the
organization's desired results. Having a clear idea of
organizational goals helps employees determine their
course of action to help the business achieve those
goals. Employees should also have the proper tools
and resources to help them meet organizational goals.
 TYPES OF
ORGANIZATIONAL
GOALS
Strategic goals
◦ These are goals -- often big picture, qualitative, long-term goals -- an
organization aims to achieve. They may also be referred to as strategic
goals.
◦ Strategic goals detail a company's objectives as described in its
mission statement or in public statements, such as a corporate charter
or annual reports. They help to build the organization's public image
and reputation. Such goals are often qualitative and harder to measure.
Tactical goals

◦ These are smaller picture, qualitative goals -- often with a

quantitative element -- that focus on transforming official
goals into operational goals. These are team goals.
◦ Tactical goals bridge the gap between strategic and
operative goals. They help connect measurable everyday
business processes to the big picture goals outlined in a
company's strategic plan.
Operative goals
◦ These are goals with measurable steps required to achieve a desired outcome.
They're often smaller team goals or individual goals.
◦ Operative goals are the actual, concrete steps an organization intends to take to
achieve its purpose. A business's operative goals often don't parallel its official
goals; for example, while a nonprofit volunteer organization's main official goal
may be community service, limited funding might mean that its operative goal of
fundraising will take precedence.
◦ Operative goals are often short-term goals organizations seek to achieve
through their operating policies and undertakings and are measured
quantitatively. Their success is based on metrics. Companies can outline the
specific steps they need to take to achieve operative goals.
STEPS FOR SETTING
ORGANIZATIONAL
GOALS
Assess the state of the business
Examine the current state of the business and external factors that affect
it, such as industry trends. A SWOT analysis can help identify a
company's -- or team within the company -- strengths, weaknesses,
opportunities and threats. A PESTLE (political, economic, social,
technological, legal, environmental factors) analysis can be useful for
accounting for external factors. If setting operational goals, a team might
cross-reference its strengths and weaknesses against the larger goals
set by the organization.
Establish each Goal
◦ Decide how the business or team wants to use
this information to improve itself. Brainstorm
goals and choose those goals that capitalize on
opportunities for growth.
Prioritize goals
◦ Establish a time frame and delegate the goals to
different teams or team members based on
responsibility and ranking. Consider external
factors when determining goal deadlines.
Establish measurement metrics
◦ Determine how the progress of goals will be
measured. Some goals may more readily lend
themselves to quantitative measurement. Set
tangible benchmarks that teams can reach.
Integrate goals with processes. 
◦ Incorporate the goals into the team's or
business's way of working and develop
methods to achieve them.
 Communicate goals to those
involved
◦ Share the goals with others who weren't immediately
involved in devising the goals and look for ways that
different teams can work together to reach goals. Make
goals visible and communicate them in a clear and concise
fashion.
Evaluate progress
◦ As time goes by and progress is made or circumstances
change, evaluate progress using predefined metrics, and
revise goals and optimize processes if appropriate.
Encourage feedback to help assess goals and team
performance.
 SUCCESSION
PLANNING &
TALENT
MANAGEMENT
SUCCESSION
PLANNING
Succession Planning
◦ is the process of identifying and developing
potential successors for key leadership
positions within an organization.
◦ This ensures the organization continues to
function effectively and provide quality care
— even in the face of staff turnover.
◦ In nursing, succession planning involves
assessing the current workforce, identifying
individuals with leadership potential and
providing training and development
opportunities to groom these individuals for
future nurse manager positions.
Effective succession planning is essential in
nursing for several reasons as it:

• ensures continuity, as new leaders will be well prepared to

assume their roles with minimal disruption
• helps organizations retain valuable talent by offering clear
career progression and professional development
opportunities
• improves organizational culture by promoting mentorship and
collaboration between current and future nurse managers
Implementing Effective Succession
Planning
• Assess workforce needs. Evaluate the current workforce to identify gaps in leadership skills and potential
successors for key positions. This analysis will help organizations target training and development efforts
more effectively.
• Invest in professional development. Allocate resources for training and development programs to help nurses
build the skills necessary for leadership roles. Programs like ULM’s online RN to BSN provide an excellent
foundation for aspiring nurse managers.
• Encourage mentorship. Foster a culture of mentorship by pairing potential successors with current nurse
managers. This relationship can facilitate knowledge transfer, skill development and the growth of future
leaders.
• Provide growth opportunities. Offer diverse opportunities for nurses to take on additional responsibilities and
leadership roles within the organization, helping them build their skill sets and demonstrate their potential.
• Monitor progress and adapt. Regularly evaluate the effectiveness of succession planning efforts and adjust
strategies as needed to ensure continuous improvement. This should encompass both qualitative and
quantitative data.
 TALENT
MANAGEMENT
Talent Management
◦ the process of attracting, developing and retaining
high-potential and high-performing people.
5 areas of talent management
• finding and hiring the right people
• learning and growing
• managing and rewarding performance
• tailoring the employee experience
• optimizing workforce planning and strategy
 HR ANALYTICS AND
WORKFORCE PLANNING IN
NURSING HRM
HR ANALYTICS
HR Analytics
◦ Process of collecting and analyzing Human
Resource (HR) data in order to improve an
organization’s workforce performance. The
process can also be referred to as talent
analytics, people analytics, or even
workforce analytics.
◦ This method of data analysis takes data that
is routinely collected by HR and correlates it
to HR and organizational objectives. Doing
so provides measured evidence of how HR
initiatives are contributing to the
organization’s goals and strategies.
Analytics Issues: TURNOVER
◦ When employees quit, there is often no real understanding of why.
◦ There may be collected reports or data on individual situations, but
no way of knowing whether there is an overarching reason or trend
for the turnover.
◦ With turnover being costly in terms of lost time and profit,
organizations need this insight to prevent turnover from becoming
an on-going problem.
HR Analytics can:
• Collect and analyze past data on turnover to identify trends and patterns indicating why
employees quit.
• Collect data on employee behavior, such as productivity and engagement, to better understand
the status of current employees.
• Correlate both types of data to understand the factors that lead to turnover.
• Help create a predictive model to better track and flag employees who may fall into the
identified pattern associated with employees that have quit.
• Develop strategies and make decisions that will improve the work environment and
engagement levels.
• Identify patterns of employee engagement, employee satisfaction and performance.
Analytics Issues: RECRUITMENT
◦  Organizations are seeking candidates that not only have the right
skills, but also the right attributes that match with the
organization’s work culture and performance needs.
◦ Sifting through hundreds or thousands of resumes and basing a
recruitment decision on basic information is limiting, more so when
potential candidates can be overlooked. For example, one company
may discover that creativity is a better indicator of success than
related work experience.
HR Analytics can:
• Enable fast, automated collection of candidate data from multiple sources.
• Gain deep insight into candidates by considering extensive variables, like developmental opportunities
and cultural fit.
• Identify candidates with attributes that are comparable to the top-performing employees in the
organization.
• Avoid habitual bias and ensure equal opportunity for all candidates; with a data-driven approach to
recruiting, the viewpoint and opinion of one person can no longer impact the consideration of
applicants.
• Provide metrics on how long it takes to hire for specific roles within the organization, enabling
departments to be more prepared and informed when the need to hire arises.
• Provide historical data pertaining to periods of over-hiring and under-hiring, enabling organizations to
develop better long-term hiring plans.
Process of Analytics
1.To gain the problem-solving insights that HR Analytics promises,
data must first be collected.
2.The data then needs to be monitored and measured against other
data, such as historical information, norms or averages.
3.This helps identify trends or patterns. It is at this point that the
results can be analyzed at the analytical stage.
4.The final step is to apply insight to organizational decisions
 Collecting data
◦ Big data refers to the large quantity of information that is collected and aggregated by
HR for the purpose of analyzing and evaluating key HR practices, including
recruitment, talent management, training, and performance.
◦ Collecting and tracking high-quality data is the first vital component of HR analytics.
◦ The data needs to be easily obtainable and capable of being integrated into a reporting
system. The data can come from HR systems already in place, learning &
development systems, or from new data-collecting methods like cloud-based systems,
mobile devices and even wearable technology.
◦ The system that collects the data also needs to be able to aggregate it, meaning that it
should offer the ability to sort and organize the data for future analysis.
 Collecting data
• employee profiles • on-boarding
• performance • training
• data on high-performers • engagement
• data on low-performers
• retention
• salary and promotion history
• turnover
• demographic data
• absenteeism
 Measurement
◦ At the measurement stage, the data begins a process of
continuous measurement and comparison, also known as HR
metrics.
◦ HR analytics compares collected data against historical norms
and organizational standards. The process cannot rely on a
single snapshot of data, but instead requires a continuous feed of
data over time.
◦ The data also needs a comparison baseline.
 Analysis
◦ The analytical stage reviews the results from metric reporting to identify trends and patterns
that may have an organizational impact.

◦ There are different analytical methods used, depending on the outcome desired. These
include: descriptive analytics, prescriptive analytics, and predictive analytics.
◦ Descriptive Analytics is focused solely on understanding historical data and what can be
improved.
◦ Predictive Analytics uses statistical models to analyze historical data in order to forecast
future risks or opportunities.
◦ Prescriptive Analytics takes Predictive Analytics a step further and predicts consequences for
forecasted outcomes.
 Application
◦ Once metrics are analyzed, the findings are used as
actionable insight for organizational decision-making.
PROS AND CONS OF
HR ANALYTICS
 Pros:
• More accurate decision-making can be had thanks to a data-driven approach, which reduces the need
for organizations to rely on intuition or guess-work in decision-making.
• Strategies to improve retention can be developed thanks to a deeper understanding of the reasons
employees leave or stay with an organization.
• Employee engagement can be improved by analyzing data about employee behavior, such as how they
work with co-workers and customers, and determining how processes and environment can be fine-
tuned.
• Recruitment and hiring can be better tailored to the organization’s actual skillset needs by analyzing
and comparing the data of current employees and potential candidates.
• Trends and patterns in HR data can lend itself to forecasting via predictive analytics, enabling
organizations to be proactive in maintaining a productive workforce.
Pros and Cons of HR Analytics
◦ Cons:
• Many HR departments lack the statistical and analytical skillset to work with large datasets.
• Different management and reporting systems within the organization can make it difficult to
aggregate and compare data.
• Access to quality data can be an issue for some organizations who do not have up-to-date
systems.
• Organizations need access to good quality analytical and reporting software that can utilize
the data collected.
• Monitoring and collecting a greater amount of data with new technologies (eg. cloud-based
systems, wearable devices), as well as basing predictions on data, can create ethical issues.
 “YOU CANNOT MANDATE
PRODUCTIVITY; YOU MUST
PROVIDE THE TOOLS TO LET
PEOPLE BECOME THEIR BEST.”
- Steve Jobs