Becoming a newly appointed director of human resources for a 500 bed regional medical center is a huge undertaking for anyone, especially if the medical center is already not performing up to par. The first order of operation would be to have a meeting with management and organizational leaders about the staff and the issues that need to be addressed. I would then have individual department meetings with the staff on why they believe morale and the quality of care has declined. This would be followed by an anonymous monthly survey for the staff members to rate there managers, peers and the company as a whole with feedback that could help improve operations and cohesiveness in the work place. From there I would try to implement a reward system that acknowledges all staff members and management who perform well on a consistent basis as well as a coaching system to help underperformers improve. Making sure staff members feel valued and appreciated for there hard work during a time where workers are feeling overworked can help keep staff members from leaving. I would try to make a family culture by throwing the staff members a party during the holidays, BBQ's, or small events throughout the year to help boost morale and make a sense of camaraderie. With a staff the size of one required to run a 500 bed medical facility, you can bet that communication has to be a priority to successfully and efficiently run a organization of this size. I would have constant communication with management by having weekly and monthly meetings to see if the new changes are working or if different plans need to be put into place.

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