High-Performance Work Team Environment in Healthcare

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Table of Contents

Abstract
Understanding the Healthcare Culture
Developing a Strategy for HR
Implementing the Strategic Plan
Measuring High-Performance Team Success
References

Abstract

A high-performance work team entails a group of individuals who have complementary knowledge and specialized expertise to invest and produce high results. In this study, the focus has is on developing a high-performance team within a hospital facility. The study employs systemic review to source information on high-performance team development in healthcare. Additionally, the study has been broken down into understanding the healthcare culture, developing a strategy for HR, implementing a strategic plan and measuring high performance team success. Based on the research findings, it is important for the HR to recruit medical personnel who are capable of fostering the hospitals’ mission and vision. Along with adhering to the facility’s vision and mission, the HR needs to meet the WHO performance evaluation standards which determines their efficacy in hiring. Inconclusively, this research suggests that hospitals should ensure their HR department reflect excellent performance before hiring new workers.

Understanding the Healthcare Culture

The divisional structure is one of the staff designs applicable in most hospitals in the US and worldwide. The divisional structure entails grouping workers together based on the product or service they offer as opposed to the work the staff do. Additionally, this structure allows categorization of employees according to the areas of expertise, which makes patient care efficient and effective. In a hospital setting, the divisional structure has been applied to divide healthcare culture into various departments. These departments include radiology, operation theatre complex, pharmacy, physical medicine and rehabilitation, and nursing departments (Ross, 2021). These departments work unanimously to promote quality treatment for the patient and sometimes their families.

The five key departments established by the divisional structure host numerous functions and contributions to the hospital. The radiology section facilitates filming, analysis and interpretation of diagnostic images taken by X-rays, MRI or CT scans. Besides, the operation theater complex supervises and coordinates the activities of the surgeons carrying out a given surgery on a patient. The pharmacy sector is involved in dispensing medicine upon receiving valid prescription from the physician. Along with the three departments, the rehabilitation division facilitates the minimization of disabling effects that arise from addiction or chronic health conditions. Lastly, the nursing department is involved in checking vital signs, communicating the present condition of the patient to the doctor and administering medications to ill as per the doctor’s directions. While the radiology facilitates organ imaging during diagnosis, the theatre section carries defective organ removal. Additionally, the pharmacy sector promotes chemotherapy whereas the rehabilitation unit recovery from addiction and related ailments (Callus et al., 2020). Finally, the nursing wing bridges the gap between the doctor and the patient as they are in direct contact with the patient.

Based on the assessment of the departmental environment, there are three main factors that affect patient care and delivery of services from various hospital personnel. Firstly, there are patient related factors such as patient illness, patient cooperation and patient socio-demographic variables. For example, patient socio-demographic variables can include language barriers where a patient speaks a different language compared to that of the medical practitioner. Secondly, there are physician related factors, which include their competency, motivation and satisfaction with the role they hold when giving patient care. The quality of care given to a patient depends on the technical skills and knowledge that a physician or nurse possesses, meaning a poor care is often given by medical personnel who are less competent. Lastly, there are environmental factors such as the healthcare system, resource and facilities and partnership development which may affect patient care (Ross, 2021). A healthcare system that allows the referral program avails the patient an opportunity to get treatment from medical specialists as opposed to general practitioners, which promotes quality patient care.

The patient environment is imperative in facilitating the accomplishment of the overall goal of patient care. This environment constitutes the immediate physical area that hosts the patients such as wards, toilets, floors and even hallways. This environment is crucial in determining the prognosis of the disease as sometimes the environment can deteriorate their condition in cases of nosocomial infections. This domain can be improved by fostering a culture cleanliness and safety, implementing hospital policies that support patients, including patients in the designing of hospitals and by maintaining friendliness at all times (Ross, 2021). When the environment is improved, then the overall goal of patient care which focuses on preventing premature disability and death, maintaining quality life and promoting personal growth will be achieved.

The diversification makeup of a healthcare facility is crucial meeting health demands by patients. Healthcare diversity entails having professionals, researchers, educators and patients of different disability, race, socioeconomic status, gender identity and geographic region. This diversification promotes cultural competency, which entails the ability of the medical personnel to handle cases emanating from patients of different cultural, social and linguistic backgrounds. Additionally, espousing diversity in the hospital helps to make the patient feel more represented, which provides a leeway to reduced patient anxieties, improved patient outcome and high compliance (Callus et al., 2020). Generally, the bigger the proportion of medical staff holding various demographics, the more patients feel acknowledged.

Developing a Strategy for HR

The vision and mission statements are important in determining the aims and the methods to be adopted to provide quality care to patient. When developing both the mission and the vision of the hospital, the healthcare facility needs to conder various components. In vision statement development, it is important to highlight the position that the hospital will hold in the future. Additionally, they need to concentrate on the inspirational, motivative and reflective part of the vision statement. Along with vision, the healthcare unit is required to establish the organization’s mission to guide human resource when sourcing for new medical personnel. The mission statement should focus on the present, especially the current aims the hospital aspires to achieve (Callus et al., 2020). The two statements guide the HR during recruitment, where mission allows the department to hire medical personnel who can promote achievement of the current goals while vision facilitates employment of medical workers who can uplift the healthcare facility to its future position.

The role of the HR in healthcare can be stretched to its contributions, assessments and partnerships. In healthcare, HR is critical as their roles extend beyond hiring, recruiting, and firing of workers as seen in business organizations. In healthcare, this department has to consider the patients who are receiving care. Therefore, the main contribution of the HR department in the hospital entails promoting diversity, equitable care and inclusion and patient satisfaction. Along with the HR contributions, HR assessment is imperative to ensure that the staff hired meet the standards of working in a healthcare. The hospital under study applies the WHO framework for health systems performance assessment to evaluate the working of the unit’s HR (Callus et al., 2020). This assessment framework consists of inputs, functions, intermediate goals and goals upon which the HR is analyzed on. Lastly, the hospital’s HR has made partnerships with strategic HR team, who assists the hospitals human resource in developing and directing the agenda that fosters the goals of patient care.

Developing job analysis entails identifying the tasks, skills, objectives and responsibilities that are specific for a given task. In the hospital’s HR department, it is imperative to determine what jobs are needed before hiring. For instance, if a hospital has a deficit of staff in the operation and theatre section, the HR need to highlight this gap before posting a job vacancy. Secondly, the HR should determine the reason why the job is needed, meaning they have to outline whether it is covering a gap present or the job is required to reinforce the current staff. Thirdly, the HR needs to assess the values the new physician, nurse, general practitioner or other personnel will bring to the hospital. For instance, if the HR hires medical officer with top-notch skills and medical knowledge, the value of the hospital is likely to increase due to provision of quality care (Callus et al., 2020). Lastly, the job should lead the hospital towards accomplishing its vision, meaning the HR should employ individuals who will support the healthcare facility’s goals and ambitions.

Developing the Job Specification requires the human resource department to identify the requisite qualifications which are needed for the employees. For instance, general practitioners’ qualifications could be different from specialist staff. Job specification is needed to distinguish the human resource and also aid in the division and diffusion of power and responsibilities. The Job Description log refers to the outline of every human resource’s task and responsibility. Hospitals have a wide pool of human resources, some of whom could have overlapping responsibilities (Hovland, & Moltu, 2019). To have a practical job description log, it is crucial that the HR department explores all positions, explore their similarities, and where there are contentions come up with clear guidelines.

EEO and Affirmative Action are critical success factors in healthcare provision. Equal Employment Opportunity requires the hospital to assess its hiring and retention metrics against the provisions of EEO. The HR department ought to assess existential challenges through interacting with the staff and external stakeholders such as patients and guests (Hovland, & Moltu, 2019). Further, the hospital should adhere to working on the feedback proactively, particularly by reaching out to aggrieved parties and updating them on the actions taken.

Developing the talent pool requires the HR department to expedite actions such as assessing staff welfare and needs. The HR department should promote optimal working conditions for all staff and also ensure that the staff members receive regular training to bolster their knowledge and skills in their practices (Callus et al., 2020). Developing a selection process will not only attract a suitable HR populace but will also diffuse how the hospital picks candidates for job positions.

Employee Training and development ought to be regularized, in that the human resources will know what is expected of them at all times with the hospital also remaining steadfast in upgrading employees’ skills. The HR department ought to develop a pay structure that reflects competitiveness and the hospital’s commitment to competitive remuneration. Further, developing a team building and team bonding process is crucial for human resources development (Callus et al., 2020). The HR department should budget for and action team-building activities that will help the hospital staff to understand each other’s personalities, strengths, and work requirements.

Developing a high-performance goal for teams will also require the HR department to closely match employees’ positions and deliverables with certain goals. Such goals ought to be arrived at through consensus between the hospital and the employees. Lastly, the hospital ought to have solid employee retention measures (Callus et al., 2020). Some of the measures to implement include the hospital management communicating openly, employees knowing the scope of their responsibilities, and the management observing meritocracy.

Implementing the Strategic Plan

Developing a feedback system is necessary for healthcare, especially when it takes advantage of digital capabilities in the strategic plan. A feedback system in healthcare allows different parties to share information. Part of the feedback system could include patients giving feedback about clinical services or healthcare workers providing input to the hospital. A feedback system can use software or another strategy to create an avenue for complaints, comments, and suggestions. The challenge with feedback systems is some clinicians might find it difficult to navigate through reports (Hovland, & Moltu, 2019). Adequate training is necessary when developing a feedback system to ensure its efficiency later. The development of a feedback system might assist in team structure and quality.

An appropriate strategic plan should address team structure and quality aspects to ensure a sense of continuous improvement. Healthcare organizations should implement procedures that foster effective teams. Effective teams in health environments allow collaborations from admissions until discharge. Seamless procedures work in the same manner to ensure quality. Techniques that enhance coordination and teamwork got linked to efficient “quality improvement practices” (Alsaqqa, & Akyurek, 2019). Procedures that ensure quality in healthcare allow quick recoveries and reduced readmissions. The results of team structure and quality extend to employee discipline.

Any organization can gain employee discipline that ensures procedures are followed. Disciplined employees can reflect on the rules of their healthcare organizations and work in teams for progress. Alsaqqa & Akyurek (2019) stated that the healthcare organization could consider using a multidisciplinary team that validates the questionnaire used to find if employees work according to the organizational culture. Avoiding dictatorial tendencies is also significant in fostering employee discipline. Employees need a work environment that encourages creativity and innovativeness, which fits the vision and culture.

Employee fairness and rights complement employee discipline since they create suitable ground that makes them feel understood even as they contribute to the organization. The healthcare culture requires employees to develop homogeneity in service delivery for quality healthcare services. Similarly, healthcare workers need several factors from their employers, including lawful salaries and work conditions. The concept of employee rights requires that such perspectives, which extend to a right to be part of a union, get considered. Fairness asserts that the strategic plan should consider employee complaints and proposals on improving healthcare services.

The strategic plan can implement methods to release stress and tension among healthcare workers. Especially with the onset of the pandemic, healthcare workers risk stress and tension as they deal with the illnesses alongside stringent operation requirements to prevent getting sick. Methods used to release stress and anxiety among healthcare workers could be as simplistic as breathing as a mindful meditation to introducing psychological therapy (Callus et al., 2020). Psychological therapy allows healthcare workers to share when they feel stressed, thereby preventing burnout.

Implementing a work-life balance process in the strategic plan contributes to employee fairness in healthcare. An appropriate healthcare culture should encourage work-life balance processes where employees can fulfill work and personal goals. Devanny (2021) stated that the US could improve work-life balance by improving benefits and services for children, including care services and parental leaves. The factors ensure work-life balance as parents are not stressed with children’s care factors. The work-life balance process allows continuous improvement.

A strategic plan ensuring continuous improvement leads to a caring healthcare organization where progress is valued. The organization can develop procedures to improve employees’ capabilities and work quality. The healthcare organization should provide goals such as enhancing digital capabilities. On the other hand, employees can further their education to prevent stagnation in their work roles. Harmonizing goals for continuous improvement creates channels for development that even patients will experience in the long run.

The goals for continuous improvement work best when problems get identified and solved promptly through collaborations. Prompt identification of problems and their solving methods is part of the strategic plan since it eradicates barriers. For instance, Hovland & Moltu (2019) highlights the need to account for complexity when developing a clinical feedback system to reduce the chances of redundancy. Such an approach identified the challenge of redundancy and set accounting for complexity as a solution. Problem identification and finding ways to solve the issues in healthcare become enhanced when measuring high-performance team success.

Measuring High-Performance Team Success

Measuring patient satisfaction requires measuring high team performance through a feedback mechanism. Patient satisfaction should be a goal of healthcare culture because it assures quality services that contribute to revenue streams. One of the ways to improve patient satisfaction is by encouraging cultural humility. Cultural humility follows the lines of interpersonal sensitivity, self-understanding, and noticing one’s implicit biases (Stubbe, 2020). Measurements for patient satisfaction might include checking whether they felt understood and whether personal preferences and beliefs were considered. The results could be gained through feedback obtained by, say, a questionnaire. Understanding patient satisfaction complements the need for employee retention.

Measuring high-performance team success could lead to employee retention, allowing the healthcare organization to maintain talent and even maintain it over time. The ability of an organization to keep employees acts as a potential metric that gives evidence of high-performance success. Employees can stay within their work roles long if they feel appreciated on compensation and work role levels. Retaining employees ensures that work teams interact well, thus reducing the chances of inefficient work deliveries that come with new teams. Employee retention should be central in every healthcare organization, especially because new workers need some training that cuts on productive time. Retaining employees is advantageous, and it encourages satisfaction.

Besides patient satisfaction, employee satisfaction is a measurement for high-performance team success when it gauges their happiness with the job and how it contributes to their life. Long work hours can negatively influence personal health and reduce employee satisfaction. Take the case when full-time workers in the US spend 61% or 14.6 hours of their time on personal care, less than the Devanny’s (2021) average of 15 hours. Such instances implied that employees in the US have adequate hours in their day to spend on personal matters. The pandemic led healthcare workers to spend even more time at work due to staff shortages. Such developments could reduce employee satisfaction, leading to high employee turnover. The presence of employee satisfaction marks high-performance team success that should be followed with appropriate labor relations.

An efficient healthcare culture should embrace labour relations concerns and handle these well to ensure team success. The US Department of Labour (DOL) enforces the Labour-Management Reporting and Disclosure Act of 1959 (LMRDA) which stipulates a bill of rights for union members and introduces standards for fair elections of union leaders. Measuring high-performance team success can happen by looking into labour relations and how well employees are engrossed. Healthcare workers who are connected with labour relations feel understood within their work roles. The healthcare organization and per labour standards should address any concerns raised. Addressing labour concerns positively contributes to team functions with no negative distress.

Teams can function without negative distress in environments of cultural competency and improve accountability, thereby reducing errors. Healthcare organizations work with teams to ensure the wellbeing of patients. Take the case when a patient requires a physician, physiotherapist, psychological therapist, social worker, and accountant to manage their hospital bills. The different parties must interact well for seamless service deliveries. Teams can function without negative distress when cultural competency encourages understanding one other and the patient’s cultural perspectives (Stubbe, 2020). A group that operates from a standard point of cultural competency will understand the patient’s perspective. The impact is enhanced accountability that even reduces errors, promoting high-performance team success.

References

Alsaqqa, H. H., & Akyurek, C. E. (2019). Organizational culture in health care organizations: A systematic review. Journal of Ankara Health Sciences, 1(23): 83-109.

Callus, E., Bassola, B., Fiolo, V., Bertoldo, E. G., Pagliuca, S., & Lusignani, M. (2020). Stress reduction techniques for health care providers dealing with severe coronavirus infections (SARS, MERS, and COVID-19): A rapid review. Frontiers in Psychology, 18(1): 50–51.

Hovland, R. T., & Moltu, C. (2019). Making way for a clinical feedback system in the narrow space between sessions: Navigating competing demands in complex healthcare settings. International Journal of Mental Health Systems, 13(68).

Stubbe, D. E. (2020). Practicing cultural competence and cultural humility in the care of diverse patients. The Journal of Lifelong Learning in Psychiatry, 18(1): 49–51.

Devanny, J. (2021). ‘Madman Theory’or ‘Persistent Engagement’? The Coherence of US Cyber Strategy under Trump. Journal of Applied Security Research, 1-28.

Ross, S. N. (2021). Neither a New Cold War nor a New Peloponnesian War: The emerging cyber-narrative competition at the heart of Sino-American Relations. Web.

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