Human resource management in the health care organization where I work has become more of an equally blended combination of employee and strategic focused. The pandemic caused unanticipated changes to employment and labor markets around the world, and allowed a greater focus on the health and well-being of the employees (A Abugamza et al., 2024) . Since the pandemic, I think successful organizations started to take a step back and looked at the mental health of its workforce. In our organization, the focus really shifted to employee wellness. Health benefits and mental health resources were a strong focus. There were many activities around this focus. There was also a focus on employee growth and development, where training  and mentorship opportunities became more readily available. Administration during the pandemic and after really started to listen, asking for feedback and opened up communication with the staff.

In the healthcare world, strategic human resource management focus has always played a part. HR practices in these types of systems are more aligned with the organization’s goals and overall strategy. The focus is on performance metrics and using data to assess productivity, retention, turnover, and marketing trends. In healthcare, strategic human resource management has always been a focus, but it feels that they are parallel in importance now. The correlation is felt more between employee engagement and the success of the organization. Framework strategies should focus on human resource management that produces the skills and behaviors through engagement that the company needs to achieve its strategic goals (Dessler, 2023).

 

A Abugamza, D Kaskirbayeva, A Charlwood, S Nikolova, & Martin, A. (2024). Impact of the COVID-19 pandemic on employment and inequalities: a systematic review of international evidence and critical appraisal of statistical methods. Perspectives in Public Health.

 

Dessler, G. (2023). Human resource management (17th ed.). Pearson/Prentice Hall. ISBN-13: 9780137927395