Human Resource Leadership Challenges in Academic Medicine: A Practitioners' Guide to Strategic Engagement for Leaders in HR and Faculty Support Offices
|Year Published: 2013|
Building a successful human resource (HR) function that has a key role in initiatives or changes, and in attracting and retaining talented people is challenging. To do so effectively requires taking a more strategic role in the management and function of the enterprise. But how does one “bust silos” to function as a partner with all stakeholders while also gaining the power and influence needed to make a difference?
|Year Published: 2013|
Designed for HR leadership by providing insightful, encouraging, and validating guidance in understanding the complex organizational issues unique to academic medical centers.
OVERVIEW AND BENEFITS
Building a successful human resource (HR) function that not only has a key role in initiatives or changes but also attracts and retains talented people is challenging. It requires taking a more strategic role in the management and function of the enterprise. But how does one “bust silos” to function as a partner with all stakeholders while also gaining the power and influence needed to make a difference?
Medical school and university partnerships have an overlay of hierarchy that rarely exists in other businesses. There are unique and sometimes difficult-to-navigate channels of accountability, responsibility, and authority, as well as the demands and constraints of a tenure environment.
Find out how HR can develop better problem-solving for difficult situations, learn why HR should be highly visible and audible within the organization, and discover the importance of taking risks and engaging with key people in all entities. Key points are illustrated by real-world examples.
- Learn how a medical school and university are working toward a shared model of recruitment
- Discover how centralizing core services has become a new avenue for larger, publicly governed schools to control key processes and mission-critical transactions
- Glean advice on playing a key role in designing the compensation system
- Uncover a participatory and inclusive process that builds trust and engages faculty leaders
- See how one Center used a financial downturn to assess and reinvent its leadership development programs
- Find out how to function as a strategist and partner, breaking out of the role of administrative service provider
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|ISBN: 978-1-57754-128-8||Number of Pages: 46||Year Published: 2013|