MBA FPX 5012 Assessment 2 Human Resource Management and Talent Development

MBA FPX 5012 Assessment 2 Human Resource Management and Talent Development Student name Capella University MBA-FPX5012 Marketing Management Professor Name Submission date Human Resource Management and Talent Development Recruitment, selection, training, and the development of employees are an undertaking that actually determines the effectiveness of the so-called diversifying employee workforce. The recruitment of candidates with the potential to make a significant contribution is the main priority of the human resource management (HRM) (Arokiasamy et al., 2024). Having the leaders of Vila Health retain their employees is crucial so that they can deliver high-quality care. To realize this goal, an external contractor will be hired to provide in-depth information about the evidence-based practices in Vila Health’s HRM department. Evidence-Based Best Practices for HRM Amongst the practices in evidence-based human resource management, which ensure that an organization is people-oriented, are structured recruiting in relation to the values of the organization, continuous education relating to professionals, retention, such as reward schemes, and flexible work. Such HRM practices promote aligning employees with the vision and mission of the organization by engaging, becoming inclusive, and responsible (Alam et al., 2024). Another HRM practice that contributes to the attainment of strategic goals as well as the enhancement of patient outcomes is the implementation of evidence-based performance management and the promotion of leadership development (Rotea et al., 2023). The use of workforce analytics and improvement of well-being practices are some of the potential areas of improvement in the future. Best Practice for Accountability Accountability in HRM, along with talent development in the context of healthcare organizations, hinges on clear performance, regulation, and lasting skill evaluation. It involves such practices as tying the performance of individual workers to the performance of the organization, basing performance appraisal, and developing a culture of accountability (Latessa et al., 2023). To illustrate this, the subsequent studies have revealed that the performance management systems lead to improved performance and motivation among the healthcare employees when the process of continuous feedback and setting goals is introduced into it (Ainun et al., 2024). Moreover, a performance feedback system is very beneficial in improving the performance of organizations, especially when the performance of healthcare organizations is very poor. Leadership Strategies Transformational leadership, shared governance, and data-informed decision-making are some of the leadership strategies used to achieve HR goals and to disrupt the status quo. Transformational leadership encourages innovation, inspires employees, and builds a definition between employee objectives and organizational achievements. Specifically, based on the existing literature on collective and transformational leadership, it can be stated that the adoption of such leadership styles facilitates the empowerment of staff, their greater accountability, continuous learning of staff, and, therefore, ultimately, the improvement in the outcomes of patients (Saif et al., 2024). Evidence also shows that transformational leadership positively impacts nurses’ retention and job satisfaction (Goens & Giannotti, 2024). The study results by Alhusban et al. (2026) revealed that there was a positive correlation between transformational leadership and quality care delivery and retention rate among nurses. The strategies dispute the norms of hierarchy and promote sustainable change in the organization. Interventions for Promoting Collaboration Team-oriented strategies that are aligned with the organizational mission need to be adopted to promote cooperation and the achievement of goals in health care centers. It will also encourage teamwork and accountability among the different departments through team huddles, collaborative decision-making frameworks, and communication guidelines (Vahdati et al., 2024). The use of collaborative technologies, such as medical records as well as other communication technologies, will help exchange data punctually and enable a smooth transition between various care settings (Ebo et al., 2025). The leaders should implement some shared goals and metrics, depending on patient outcomes, to which all team members should be coordinated to achieve their goals and targets. There are ways of building trust and engaging more through team-based training, conflict management, and reward programs. Performance Appraisal Performance appraisal is an important instrument used in talent development and retaining employees within the healthcare sector. Being designed as a continuous and developmental process, it gives feedback that helps to link employees’ performance to the goals of the organization (Polat et al., 2025). This will help to identify areas where skills require development, therefore, enabling the provision of the required training to the employees who will have the opportunity to advance in their careers and become more satisfied. Making people accountable and responsible towards their professional development by including self-assessment and goal setting in appraisals (Masuwai et al., 2024). Moreover, performance appraisal will also be associated with recognition, rewards, and promotions to motivate people and encourage them to commit themselves wholly. Conclusion In conclusion, applying best practices of human resource management is significant in ensuring the establishment of a strong and people-oriented health care organization. Ensuring that human resource practices are oriented to organizational objectives is important to enhance the performance of the staff and patient outcomes. The collaboration will be possible with the help of good leaders and measures to enhance accountability. References Ainun, A., Karlina, K., & Ferawati, F. (2024). Performance management systems in healthcare organizations: A systematic review of impact on staff motivation and patient care. Brilliant International Journal of Management and Tourism, 5(3), 388–394. https://doi.org/10.55606/bijmt.v5i3.6718 Alam, M. J., Ullah, M. S., Islam, M., & Chowdhury, T. A. (2024). Human resource management practices and employee engagement: The moderating effect of supervisory role. Cogent Business & Management, 11(1). https://doi.org/10.1080/23311975.2024.2318802 Alhusban, K. F., Mrayyan, M. T., & Bani Hani, S. (2026). The roles of transformational leadership in nurses’ retention and the quality of nursing care: A cross-sectional study. Sage Open Nursing, 12. https://doi.org/10.1177/23779608251413844 Arokiasamy, L., Fujikawa, T., Piaralal, S. K., & Arumugam, T. (2024). Role of HRM practices in organization performance: A survey approach. International Journal of Sociotechnology and Knowledge Development, 16(1), 1–32. Researchgate. https://doi.org/10.4018/IJSKD.334555 Ebo, T. O., Olawade, A. C. D., Ebo, D. M., Egbon, E., & Olawade, D. B. (2025). Transforming healthcare delivery: A comprehensive review of digital integration, challenges, and best practices in integrated care systems. Digital Engineering, 6, e100056. https://doi.org/10.1016/j.dte.2025.100056 Goens, B., & Giannotti, N. (2024). Transformational leadership and nursing retention: An integrative review. Nursing Research and […]