¶ … Interview with the Managing Director of Human Resources at Weill Cornell Medical Center; A Reflective Report
The Interviewee
Perspectives on the role of the head of HR
Lessons from the Interview
Potential for collaboration
The role of HR in nursing is of paramount importance as the profession relies on the skills and knowledge of the employees, as well as the motivation and care of the staff (Keem and Bruvold, 2003). The aim of this paper is to assess the role of the head of HR in a medical setting, examining their role and tasks, reflecting on the role and the way HR and nursing departments should or do collaborate to create value. This was undertaken using an interview with Patrick Gallagher, the Managing Director of Human resources and Housing at New York Presbyterian Weill Cornell Medical Center in New York
The Interviewee
Patrick Gallagher did not study HR, he was educated at Michigan State University and Eastern Michigan University, graduating from the latter in 1998, where he studied history and political science (LinkedIn, 2017). After leaving collage, Patrick entered a career in sales for Future Electronics before moving to e Citigroup as a training coordinator (LinkedIn, 2017). It was this move into training which leads him into HR. His first job in the healthcare centre was with HealthPlus between 2003 -- 2004 as a trainer and internal OD consultant (LinkIn, 2017). From here Patrick moved to the Lutheran Medical Center, stating out as a manager of recruitment and retention, gaining several promotions before taking on the role of Director of Compensation and HRIS at Piedmont Healthcare (LinkIn, 2017). It was following 10 months in this position that Patrick moved to Weill Cornell Medicine in January 2011 as the Total Rewards Leader, becoming the Director of Human Resources Operation in October 2012, becoming the Managing Director of Human Resourcing and Housing in May 2014 (LinkIn, 2017). Living and working in New York, Patrick was a good subject for an interview regarding HR in a nursing setting.
Interview Summary
Patrick was interviewed using predetermined questions, based a semi-structured interview process. The semi-structured approach facilitates the ability of the interviewer to obtain the information they need by providing a solid foundation for the interview, with the semi structured rather than a structured approach facilitating a greater level of flexibility with the ability to delve deeper into answers given (DiCicco-Bloom and Crabtree, 2006). A copy of the question framework for the interviews is provided in appendix 1.
Interviewing Patrick, the first question concerned his role at Weill Cornell Medical Center. Patrick stated that he had overall responsibility for the design and execution of HR strategy at the Weill Cornell. The organization has a tripartite mission based on research, clinical care, and education, which means the strategies need to be aligned with all of these functions, and the different departments involved in realising these functions. Patrick added that this is not unusual, this means that the role is not simply that of developing, implementing and then maintaining HR strategies, there is also the need to consider the diverse needs of the various departments. Patrick goes on to note that the role of HR can be more complex in a medical environment due to the complex hierarchy. Not only are there the traditional hierarchies in terms of seniority, but there were also professional hierarchies, which are necessary due to regulatory and professional body requirements. Therefore, in addition to the traditional roles associated with HR, Patrick also notes that he is often a mediator communicated between different divisions and departments, collecting and correlating information needs in order to find acceptable solutions and develop suitable policies.
The second question built on the first, asking who Patrick is to work with in order to fulfil his role as the head of HR in the organisation. Firstly, Patrick has a division in which there are a number of subordinates who are key in supporting the strategic management of HR in the organisation. His department includes a number of individuals with specialist roles, such as the rewards and compensation specialist, individuals involved in recruitment and training, as well as general HR staff. Importantly, many of the elements usually associated with HR, such as training development, are undertaken in parallel hierarchies based on individuals' professions. Many individuals within the company are subject to ongoing professional development requirements, as well as seeking to improve their professional skills, so HR plays a supporting role in facilitating training development, but it is often undertaken within the professional hierarchy. This shows the high level of integration that is required across the departments, and the need for the IT systems to provide a suitable...
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