By joining together, by raising our skills, and by speaking together in one voice, we can advance the cause for HR leadership in all of our health care organizations.
In the spring of 2005, ASHHRA introduced the HR Leader Model, composed of five competencies. The five part model was constructed in a way to inspire and guide HR professionals to new levels of skills, knowledge, behaviors and values.
Together, Health Care Business Knowledge and HR Delivery comprise the solid knowledge base for leadership in health care HR. From that foundation springs Community Citizenship and People Strategies, areas in which HR leaders can have a particular presence in health care organizations that value their employees, their patients and their communities.
At the core of the model is Personal Leadership, the heart and soul of excellence, both personally and professionally. Personal Leadership demonstrates and promotes the values of an organization, its vision, mission, guiding principles and culture - all of which are so necessary to achieve strategic business results.
The HR Leader Model design is based on the historical compass rose, which has appeared on the charts and maps of explorers since the 1300’s. The HR Leader logo, a symbol in motion, depicts the unfolding of the leader journey and represents the process of integrating goals, visions and dreams.
HR Leader Model
Reach Beyond the Expected.
HR leaders deliver successful programs and services that integrate the “people” side of health care with business organizational structure.
Although effective administration has always been the expected norm, HR leaders are now required to raise their skills – in recruitment and selection, compensation and benefits, human resources development, employee and labor relations, regulations, compliance and more.
The new expectations for HR delivery demand effective and high-quality programs and services through the utilization of measurement and analysis. HR delivers through:
- Systems and Services
- Transactional Work
- Technology Systems and Solutions
- Metrics and Benchmarking
Embrace New Learning.
Constantly evolving health care demands change the job specifications for HR leaders every day.
Knowing the “business” side of health care requires that HR leaders shape strategies through seasoned judgment and visionary insight.
As HR transitions to this new role, HR leaders will be called upon to demonstrate health care business knowledge by:
- Understanding the delivery of health care from the perspective of consumers, employees, payers, physicians and regulators.
- Supporting and exhibiting cross-functional capabilities.
- Applying best practices throughout the organization.
Lead with Your Heart.
Human resources is at the heart of any organization where people are most important.
When HR leads the way, employee recruitment, retention, and satisfaction grow, and business results improve. To ensure the alignment of business strategies with organizational culture, HR leaders focus on people strategies in order to:
- Capture the hearts and minds of their people – to create the desired culture.
- Foster meaningful work that supports a high performance environment and effective delivery of care.
- Create operating models and structures that support the alignment of people, strategies and culture.
- Develop value-based leaders who have the ability to create a shared vision that delivers results for the organization.
- Attract and develop a diverse workforce that meets both the needs of patients and the community.
- Ensure that their organizations have talent management and succession planning in place to sustain delivery of care.
Raise Your Voice.
Human resources connects employers and employees, and links customers and communities. By understanding the needs of different stakeholders and by being capable of responding to those needs, HR Leaders are invaluable resources for their organizations. They demonstrate community citizenship by:
- Building relationships with internal and external stakeholders by connecting community to business results
- Convening diverse groups to engage them in dialogue about the role of health care in the community
- Partnering with external communities to promote the development and growth of health care careers
- Personally participating in professional organizations, networks, and community boards
As stewards of health care organizations, the responsibilities of HR leaders extend beyond professional roles – demanding personal credibility above all. More than any other group, HR is better equipped to address issues of integrity such as ethics, honesty, accountability, and business practices. HR leaders reflect personal leadership through integrity and courage when they:
- Champion the mission and vision of their organizations.
- Display passionate dedication to the mission of health care, especially in the care of patients and families.
- Inspire, influence, and motivate others.
- Build trust through collaboration and consultation with stakeholders within the organization.
- Model transformational thinking and continuous improvement Focus on achieving exceptionally high standards and are accountable for results.
- Demonstrate self-awareness and self-motivation.
- Champion continuous learning and self-growth.
- Exhibit leadership through community service.