Shortage of Qualified Workers

The crux of the Assignment Identify three challenges that this company could be facing, for example, Transgender Ban , Sexual Harassment, Shortage of qualified workers to keep them competitive, Effects of the pandemic. These are just some examples. As the HR leader for your company,  develop policies and strategies that would provide resolutions to the problems you identify based on what we have covered this semester, for example, Employee Law, Recruitment and Selection. This is a research paper so you should reference the text as well as other research that you do.  You should factor in as well the social, political, cultural, and economic environment of the country in which your company resides.

While I expect to see other research , I am expecting you to use the course text as the main source to inform your paper. Here is the sample introduction for this outline.  Introduction to Get I.T Done Inc. “Get I.T Done”, Get Information Technology Done Inc., is a private information technology provider for 215 health care facilities in the State of New York. Established after the passage of the Affordable Care Act in 2010, the company was the first of its kind. We collect, analyze, and share health data between both public and private healthcare providers.

Get I.T Done acts as a bridge between the public and private systems which have had long-standing segregation despite the common goals of protecting people’s health. The data collected by our company can further be used for health insurance and research purposes. Our company has played a key role in the response to the COVID-19 pandemic in New York, working along with reputable technology companies such as Apple Inc, and Google Inc to provide the contact tracing app to New Yorkers. Get I.T Donne’s headquarter is based in New York City and our current number of employees is 958.

Below is a brief financial report of our company before the pandemic and the projection of our assets after the pandemic, provided by our Finance and Accounting team.2019 2020 (estimated) 2021(predicted)Revenue $37.3 billion $45.7 billion $50.7 billion Net income $1.3 billion $6.7 billion $11.3 billion Market cap $13.4 billion $25.4 billion $7.9 billion1-year trailing total return -2.1% 1.5% 2.3%Due to our efficient response to the COVID-19 pandemic and our extensive collaboration with technology companies to introduce contact tracing app, Get I.T

Done Inc, has grown significantly in both terms of finance and reputation. Therefore, the company is seeking an expansion beyond the State of New York and the provision of our service to the entire United States. To achieve this organizational goal, our Human Resource (HR) team has identified three HR challenges that can potentially hinder our future expansion. Get I.T Done is currently struggling with our non-diverse workforce, lack of strong organizational culture, and lack of clear policies on workplace monitoring.

In this report, the three challenges will be analyzed, their root causes (including social, political, cultural, and economic factors) will be examined, and practical solutions and policies will be provided. Final Paper Outline Introduction: Company’s name: “Get I.T Done” – Get Information Technology Done Scope: Information technology provider to both public and private health care organizations Being the bridge between public and private hospitals in the State of New York. Collect, organize and share health-related data that can be used in response to a crisis such as a pandemic Net Worth:

Probably $1-2 billion for the whole state (compared to NYC Health + Hospitals revenue of $1.5 billion from patients)independent from New York State Department of Health i.e. privately funded Staff size: At least 800 employees200-400 of them must information technologists, covering for 215 hospitals in the New York State Location of headquarter New York City Years in existence: Assuming that the company had existed since the passage of the Affordable Care Act in 2010 – the most recent major health care reformation in the US.

Challenges faced by the company Lack of strict/clear regulation on health data and information at the federal level Health Insurance Portability and Accountability Act of 1996 is the only law that protects patient health information Europe has a better system called “European Health Information Initiative” A large amount of data – from 215 hospitals across the state – to be collected, organized and shared lawfully Decentralized workforce Some employees would work at the headquarters, but some would work at their assigned hospitals – employees are spread across 216 locations at least. Some workers also work online/remotely The workforce is integrated into another organization’s work culture Effects of the pandemic/state health crisis Functions similarly to John Hopkins Coronavirus Dashboard, but specifically in New York State.

Immediately produce a similar website on the first few days of the pandemic A sudden influx of a large and different set of data – COVID-19 positive cases and other patient details (age, gender, zip code, preconditional health history)Request to integrate COVID-19 data into state law, cities, and counties, and even by the third party such as Apple and Google (for contact tracing applications)Daily updates on data on COVID-19 for at least a year Data transparency to the public HR Policies and Strategies HRM functions Staffing: build a team that is highly skilled in Information Technology and American healthcare quickly recruit more workers in response to the global health crisis – external and internal recruiting sources Mainly external recruiting sources Training and Development:

train the employees on the skills they need and develop their career educate about health information and privacy – extremely important Motivation: rewards and compensation benefits – similarly to Genentech Maintenance building a strong company culture despite being decentralized – similarly to Netflix Job planning and analysis Major departments in the company: Data Information Technology Financial and Accounting Legal department: ensure that the company itself is function accordingly to state and federal laws Health legal department: health data is a legal property – this team ensures that the company is handling health data accordingly to state and federal laws Internal communication team: i.e.

HR department External communication team: communicate between the company and the hospitals, between hospitals, between the company and New York State, and between the hospitals and the New York States Work closely with the state government to ensure health data is handled lawfully Equal Employment Opportunity: Employs Title VII of the Civil Rights Act of 1964 and the Civil Rights Act of 1991, and their Amendments Policies and discipline procedures on discrimination based on these laws to protect the decentralized workforce Ensure that the employees are protected even when they are working away from the company’s main location Review the EEO and EEO-related policies at the 215 hospitals to ensure they are in harmony with “Get IT Donne’s policies Employee rights:

Prohibit social media use at work because the company is in the healthcare industry which is social media sensitive Drug testing is employed to ensure that the employees (who might be interacting with patients) are clean Honesty and integrity tests also need to be employed because the employees work with health data which is  romance is allowed but consensual Workplace monitoring is used to ensure health data is handled correctly Employee Health and Safety Get IT Donne’s main workplace is relatively safe but the employees who are dispatched to the hospitals are exposed to a more hazardous environment OSHA records – form 300Updates on health and safety update protocols in response to contagious pandemic Labor union and collective bargaining Unionization is allowed – optional Private-sector union Conclusion How the effects of these policies are examined: Quality management and continuous improvement programs How to assess the results after overcoming these challenges

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