The Cleveland Clinic Case

The Cleveland Clinic, established in 1921, is a non-profit, multispecialty academic medical center that integrates clinical and hospital care with research facilities and educational facilities. (cchs.org) The finance department employs approximately eight hundred of the forty-nine thousand Cleveland Clinic employees, and being the human resource specialist for such a large department can be a challenge. The two parts of the human resource department being focused on are the advocacy and the talent acquisition departments. Albeit not directly involved with patient care, both human resource specialists support the company mission of “world class care” and “patient’s first” in the advocacy of the staff and management and the recruitment of …show more content…
Christine stated that “it is a difficult balance to be an advocate for staff and management during a dispute. It’s like trying to play baseball for both teams.” She finds it difficult to have staff and management feel that they are being impartial regardless of how hard she works to remain an impartial advocate for both sides. It is my recommendation that a reorganization of the department is necessary. Some representatives should be assigned as advocates for the staff, and some should be assigned to management to ensure both side adequate representation, and separate representatives should be assigned as mediators. Just as a lawyer cannot represent both sides due to conflict of interest, the human resource representative should be able to be an advocate for one side of the equation, not both, to ensure a fair and impartial advocate. The mediator would then be responsible to listen to both sides advocates and determine the course of …show more content…
The hiring managers had a short sixty-minute walk through the system prior to go-live, so now the system is live and each step in the process is taking much longer as we have no idea where to go to get the information needed to take each step in the process. When the acquisition representative is questioned regarding processes, they are having to go back and forth trying to find answers as they do not have the knowledge themselves how the processes are supposed to work. As there is no way to go back in time and train properly prior to go-live, it is my recommendation that the specialists create a web page, or share point if you will, of questions and answers and quick reference guides, where the hiring managers can go to find answers. Maura has been putting together the questions and answers in weekly emails and sending them to the hiring managers for whom she is responsible, however, there are a vast amount of hiring managers that could benefit from her information. The creation of a share point site where Maura, a well as any other talent acquisition specialist, could post the questions and answers that the hiring managers are struggling with could help everyone