Talent Management At Bupa Healthcare Samples †MyAssignmenthelp.com

Question: Discuss about the Talent Management At Bupa Healthcare. Answer: Introduction: With the advancements of medical science, life expectancy of citizens in every nation has increased. The same is the situation in the nation of United Kingdom where striking discoveries and researches have helped the healthcare industry to meet the needs of huge number of ailing citizens. However, there are several challenges that result from the path-breaking innovations developed in healthcare industry. With more advancement, more citizens are living longer lives but the quality of lives led by them is not satisfactory. Most of the citizens are living with chronic disorders who although surviving may not be having high quality lives (Lawton et al. 2014). Moreover, the number of patients being admitted to healthcare centers has also increased in the present generations. Therefore, it has become urgent for the healthcare professionals to develop their skills in ways by which they can meet the needs of their clients, communicate effectively with them and provide them person-centered c are (Adams 2016). Bupa is an international healthcare group of organizations who has its headquarters in the nation of the United Kingdom. From the time of establishments in the year 1947, it has helped huge number of citizens through their services providing health insurances, support in care homes, services at work place, hospitals, dental clinics and many others (McDaid and Park 2017). It is now serving 32 million clients all over 190 nations. With the advancements of every generation, the plan for management needs to change to cater to the needs of the clients and to provide the best service. Firstly, as this healthcare unit is spread over a number of countries, there might be huge number of issues in management due to the interest of different cultural nations involved as branches of the organization. Secondly, as this organization has been providing service over a number of generations, there might also arise challenges among the different categories of workforce like the millennial, baby boomers and graying workforce. This may be mainly because their working styles, expectations and other may vary in comparison t o the other generations. Hence, management in this regard is also necessary (Adams 2016). The third issue is that, as the healthcare group has to serve huge number of clients from different backgrounds; healthcare professionals may not be able to maintain their emotions due to stress or lack of knowledge of controlling emotions. This may result in conflicts. Hence, the essay will be mainly focusing on the issues that the working professional may face in the upcoming years and accordingly solutions will be provided to overcome such challenges. First challenge: multicultural barriers The first challenge that the healthcare professional teams will face are the multicultural barriers and its effects on functioning of the organization and its branches. As stated earlier, bupa has been established in the year 1947 and till then, it had successfully spread it business to the other regions of the world with the sole aim of providing support and care services for the people of different nations at cheaper price. It had spread over 190 countries until date, making it one of the most successful companies in establishing itself outside their nation. Previously, it was an organization who use to fetch healthcare insurances to individuals, companies or organizations but now, it even has established privately run Bupa hospitals (Adams 2016). It is serving many states of different nations like Brighton, Leeds in UK, Adelaide, Sydney, Brisbane and Melbourne in Australia. They are also serving New Delhi in India and even Chile. Madrid, Boston, Beijing, Hong Kong and Jeddah are s ome of the other regions served by them. This form of multinational companies is often seen to face a number of issues out of which lack of cultural sensitivity and cultural incompetence are found to be the major barriers. Improper knowledge of the working professionals of their fellow branch overseas, result in misunderstanding and development of distrust and dissatisfaction (Ensari, Lopez and Shackelford 2017). Communication barriers play the major role where both the professionals from two different nations cannot communicate successfully due to language barriers. They are also seen to have no cultural knowledge about the opposite employees overseas and unintentionally ted to harm their emotions and feelings. Cultural biasness is yet another factor that might lead to conflicts in workflow over the nations. Many individuals have cultural biasness over other cultures and unintentionally work accordingly affecting the emotion of the said cultures. Different dimensions of working culture may vary from one nation to another nation like differences in power distance index, uncertainty avoidance, individualism-collectivism, pragmatic- normative, indulgence-restraints and many others (Adams 2016). Different nations have their own index values in their attributes and therefore while interacting, the branches are not often aware of the others cultural attributes. This often leads to massive cultural conflicts. Job dissatisfaction results from such situations and hence productivity is hampered. This results in destruction of workflow resulting in employee attrition (Richardson 2014). Strategy to overcome: In such situation, Bupa should pay importance to the development of strategies for overcoming multiculturalism barriers. The talent management plan that should be established by the organization would involve proper training of the healthcare professionals to make them culturally competent (Yi et al. 2015). Those individuals who are directly interacting with the other nations should develop cultural knowledge and cultural sensitivity. The employees can know proper knowledge of cultural preferences and inhibition by properly going through articles, internet websites, books and many other resources (Yogesswaram and Dasgupta 2014). Language barriers would be overcome by proper training and allocating employees with same cultural background when communicating overseas. This would lessen down the rate of conflicts. Business culture is different in various nations and therefore employees should be taught how to conduct Hofstedes analysis and understand the business attributes of the nation (Byrd and Lloyd Jones 2016). This talent would help them to overcome any conflicts and ensure smooth workflow. The employees of all the branches should be given the scope of personal reflection on their cultural biasness. Researchers are of the opinion that personal reflections help to overcome barriers and help individuals in realizing their incapability and help them to overcome such barriers effectively. Second challenge: generation gap in workforce The second challenge that can be faced by the organization in the present generation is the conflict that may arise among the different employees of different age cohorts. The organization had been established in the year 1947 and therefore the workforce of the organizations comprise of graying olds and the millennial. Many organizations have seen to experience huge drop in productivity due to the clash of interests and working procedures among the two age cohorts (Yogesswaram and Dasgupta 2014). The graying old generation has their own working styles that are quite different from the working styles of the millennial. Often it is seen, that both the age cohort have their own stereotypes with each other that results in complexes among the individuals. Negative assumptions affect their relationship building and bonding which affects the workflow (Yi et al. 2015). Baby boomers have assumptions that millennials are impatient, lazy as well as unprofessional. On the other hand, millennials have the idea that baby behaviors are unapproachable and as well as old schools. Another example of different work procedures is that the babyboomers feel that work should be completed in office thereby putting long workweeks to finish a project. They are mainly seen to be process oriented. This is mainly they have entered the workforce in an era where work could never be completed at home. On the other hand, millennial mainly take hard work as the quality of their output. They do not believe on the fact that best work means spending huge hours in office (Anshari et al. 2016). They mainly believe in remaining connected and putting hours in work even at home, coffee shops, grounds and elsewhere. Millennials want positive feedback from managers and have higher expectations regarding their promotions. Researchers are of the opinion that none of the models for work are wrong but there often arise conflicts. This is mainly because employees hold each other accountable for the varying standards. For this reason, the problems arise. Strategy to overcome: Bupa healthcare industry has a high chance of facing conflicts between the two age cohorts and therefore, the talent management plan should be developed in ways by which such challenges can be overcome. The different managers and leaders should adopt effective inclusive leadership styles so that they can bridge the gap of both the generations. The talent management program should have training sessions for the managers by which inclusive leadership can be taught. Leaders should be taught of strategies by which they can recognize, understand and reflect all the differences in opinions and working styles of the age cohorts. They should then leverage those differences for gaining competitive business advantages (Quinones and Tian 2016). They should learn how to value and utilize the knowledge and experiences of the diverse employees for gathering business benefits. Another initiative other than the training on inclusive leadership program is the creation of mentorship program. Researche rs are of the opinion that mentorship programs can be beneficial in such domains of conflicts. Here, the employees are paired across their generations that encourage them to build relationships and thereby understand perspectives of each other. The program would be bidirectional that will encourage both the cohort to learn from each other (Costanza and Finkelstein 2015). The goal for everyone would be develop new skills, talents and viewpoints. This will result in less conflicts and much stronger work culture. Millennials may get advice on their development of career and professionalism whereas the gen X and baby boomers can learn about technologies and others. This would help them to get over negative assumptions and develop positive feelings and perspectives ensuring smooth workflow (Lyons and Kuron 2014). Third challenge: lack of emotional intelligence: Bupa healthcare organization has been successfully expanding at a very fast rate and therefore, it needs to incorporate huge number of employees for meeting the needs of the organizations. Huge number of employees means different personalities and individuals with their own emotional intelligence (Adam 2016). Different employees have different levels of self-regulation capabilities in different areas like self-control, trustworthiness, conscientiousness, adaptability and innovation. They also have different levels of self-awareness that comprise of emotional awareness, accurate self-assessment and self-confidence. Everyone has his or her own self-expectations and motivation by which they tend to work in the organization. Social competencies also vary like intuition and empathy (Gita and Thenmozhi 2015). Every worker has their own level of understanding others, different ideas of customer service orientation, people development and leveraging diversity. Political acumen and social skills like influence, communication, charge catalysts, building bonds, collaboration, team capabilities and many others. These result in development of workplace conflict mainly because various levels of different attributes of emotional intelligence allow individual to behave accordingly, which may or may not be perceived well by others (Schuette and Loi 2014). Negative perceptions and behavioral issues may occur among employees from whom there may be breakdown of trust and development of resentments. Poor communication reduced pro-activity, lower performance and weakening of confidence may take place. Damaged credibility and higher losses take place which affects productivity and smooth workflow (Lyons and Kuron 2014). Strategy to overcome: The talent management plan should be developed so that all the employees have their emotional intelligence skills developed in proper manner. Better, the emotional intelligence better will be the work place climate that will increase job satisfaction and productivity (Liveslay and Bowman 2015). Individual should be counseled properly and recommendations should be given properly so that they have high emotional intelligence with a balance of all attributes (Krishnakumar et al. 2016). The first one is providing attention to all the emotions on daily basis. Employees need to be more sensitive regarding their emotions when they identify their emotions and understand why they are present. Self-reflection will help the employees to discover key distinctions. This will help them to be sharper and further develop emotional wheelhouse. The employees should improve their non-verbal skills and become more sensitive to that of the others. Developing proper body language and effective communicati on can be achieved by attending workshop classes. Employees should practice empathy by establishing deeper connection with anyone by being thoughtful on ways of engagement with others, utilizing proper emotional dexterity and similar others. Exercising self-regulation by the employees is also necessary (Martin et al. 2016). In place of submitting to usually practices and procedures, the employees can chart new courses that are informed by focused behaviors serving higher purpose. Sharpening of social skills would also be done in the talent management plan where the employees would be given the scope of practicing listening, holding meaningful conversations, negotiating and collaborating, executive courtesies wherever possible (Carson, Carson and Birkenmeier 2016). This would help in maintaining effective relationship and team bonding at workplace. Conclusion: Therefore, from the above discussion, it becomes quite clear that Bupa healthcare organizations had spread to a large number of nations. Therefore, management of the workforce becomes challenging as the workforce remains scattered oversees resulting multicultural barriers. Cultural insensitivity, business and incompetence may result in conflicts. Therefore, proper training of the employees for developing cultural competency and ideas about business cultures in different nations can be incorporated in talent management plan. As Bupa has been serving nations from 1947, therefore the workforce would be comprising of baby boomers, GenX and millennial. They may have different perceptions and working styles that may result in workplace conflict. In such situations, inclusive leadership and bidirectional mentorship programs would help in developing skills that would encourage healthy relations at workplace. Moreover, as the healthcare is expanding quite fast, huge employees are recruited at high rate. Not all of them may have similar emotional intelligence. Therefore, the talent management program would have counseling and screening sessions. Mentors would provide recommendations about development of proper attributes of emotional intelligence. These would ensure higher productivity and meeting of organizational mission and vision. 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