HR Management

A training that I found especially beneficial was medication counseling. During the first two years of pharmacy school, I received in depth instruction on how to effectively counsel patients about their medications, which included the entire process. Counseling requires various components: highlighting key information about the medication therapy, adjusting communication to the patients’ literacy level, effectively answering any questions that the patient may have. During pharmacy practice lab, I was able to implement the knowledge I had acquired about counseling and the various medications through hands-on practice with lab groups. I also had various closeout exams in which I completed counseling sessions with standardized patients.

Relating to what I have learned about training in Management 553, the training I received for counseling was beneficial because I had weekly opportunities to practice during lab sessions and the training was absolutely relevant to my future practice, which made the content more meaningful. Additionally, my performance was informally assessed by lab instructors and lab mates periodically and prior to the final closeout exams. This ensured that I was properly trained and given enough practice before being formally assessed and prior to starting counseling on rotations in the real world.

Another training that I have completed during pharmacy school is vaccine administration training. This training consisted of various online modules and quizzes, followed by a couple of in-person sessions that highlighted key details from the modules, and a single lab session to practice vaccinations on a partner. The limited hands-on practice reminded me much of UPS’s previous style of training, which emphasized more of a lecture style approach. While it is important to learn about vaccines and the related policies and techniques, administering vaccinations can be nerve-racking and stressful, especially when the vaccinator lacks sufficient practice. Thus, I would recommend additional practice in vaccination administration prior to becoming certified and encountering real-world interactions. Implementing a technology-based approach as done in the UPS case could be an innovative way to better prepare students to vaccinate.

References:

Hira, N. A. (n.d.). The making of a UPS driver. CNNMoney. https://money.cnn.com/magazines/fortune/fortune_archive/2007/11/12/101008310/
Training. (n.d.). Lecture.

I recently went through the pharmacy residency Match process, which included an extensive interview journey. I participated in nine interviews over the course of six weeks and these interviews consisted of various formats including prescreening telephone and Zoom interviews, and final in-person and virtual interviews.

Residency interviews utilized mostly situational and clinical questions. The “tell me about a time when” questions were utilized in every interview to assess candidates’ past experiences and abilities to work in a team, prevail during stressful situations, and overcome failures, all of which are essential for residency. The clinical portions examined candidate knowledge, also critical for the position. These clinical portions served as work-sample tests, evaluating applicability of clinical knowledge to patient care. This improves both reliability and utility and is critical for the interview process as mentioned in the articles by Bohnet and Knight.

While I am unsure if applications were reviewed in a blind systematic method, this would be an excellent way to reduce bias and focus on the candidate’s specific qualifications instead of demographic qualities, thereby increasing validity and applicability (Knight, 2018).

Although it is unclear whether programs had a “likability score” as mentioned in Knight’s article, how much I liked the interview and panel influenced how I ranked each program.

The interview that I liked least, was one that felt unstructured. Multiple panels asked the same questions repeatedly without much variation. It felt repetitive and unorganized. This repetition reduced the utility of the interview process and I left thinking that the interview could have been condensed. There was also a time in which candidates could ask current residents any questions. This was a very unstructured period and while I appreciated the freedom, it made for an awkward time where I felt that I needed to continuously ask questions to fill the time.

I would recommend that this program better coordinate its questions and structure of various interview panels. Repetition of essential questions like “why this residency” is understandable, but it is a better use of everyone’s time if different or less questions are asked. The resident portion could benefit from organized structure.

References:

• Bohnet , I. (2018) How to Take the Bias out of Interviews
• Knight, R. (2018) 7 Practical Ways to Reduce Bias in Your Hiring Processes

Job descriptions are an essential tool for companies that provide value when developed and maintained appropriately. However, there are various challenges associated with creating and maintaining job descriptions. For one, this task can be timely as job descriptions should be updated at least annually per the article Job Worth Doing: Update Descriptions. Adding to the challenges, job descriptions require involvement from various staff including employees, managers, and HR, with each having a specific role in ensuring accuracy. Most importantly, job descriptions warrant accuracy as they guide employees’ daily tasks and expectations.

If a job description is not maintained, companies face the risk of employees filing grievances. This can lead to various legal consequences that can result in dissatisfied employees, frustration, and confusion. Aside from legal violations, employees will feel a disconnect between thinking that they are fulfilling their tasks, but instead are not meeting company expectations because they are unaware.

There are various benefits associated with maintaining up to date job descriptions. These benefits include clear task statements, working conditions, and job summaries. This allows employees to know the exact duties that are expected of them. Additionally, updated job descriptions help with workforce planning as stated in the article Job Worth Doing: Update Descriptions.

Drawing on previous experiences, I feel that I have always exceeded my job description; however, I have worked with various colleagues who will only complete the tasks outlined in their job description. Job descriptions should be updated regularly so that employers are satisfied with both types of employees, and to accurately reflect the evolving needs and expectations of the role.

Reference:

Tyler, K. (2023, December 21). Job worth doing: Update descriptions. Welcome to SHRM. https://www.shrm.org/topics-tools/news/hr-magazine/job-worth-update-descriptions

The 2020 Fortune 100 Best Companies to Work for list highlights organizations that have excelled in creating an inviting and engaging workplace culture. Naturally, I gravitated towards selecting nearly all healthcare related companies, and each had a trend. Employees valued an inclusive culture in which they fulfilled the company’s mission daily. The employees at Novo Nordisk stated that they would always go the extra mile for their manager. This is a testament to the mutual rapport and respect that has been established between management and employees. Scripps Health employees stated that it was a pleasure to come into work every day, and they felt they could give their all to their patients because of how supported they felt.

To gain a better representation of other companies, I also read about the reviews left by American Express employees. They appreciated the work life balance and respect management had for their families.

Developing strategic goals that are consistent with the company’s mission and organizing efforts with employees are ways that these companies have practiced HR. Another HR practice includes providing employee benefits such as extended maternity and paternity leave, which allowed American Express mothers to put their families first.

Reflecting on the reviews that were left by employees and my own experiences as an employee, I strive to not only be a great manager, but an excellent leader. It is crucial to create an environment where employees feel supported, appreciated, and motivated to go above and beyond. I want to be a manager and leader in which I empower others to fulfill the mission of our company, exceeding expectations daily.

Based on Chapter: The Wisdom of Great Managers, some manager competencies include managing change and diversity, troop rallying, strategic agility, business practices and controls, and having a compelling vision. Managing change and diversity may be the most challenging aspects of a manager’s job. This is because some employees may fear or dislike change, and therefore, be less receptive and open to it. Additionally, diversity requires a manager that is adaptable and able to adjust management styles to support each unique employee’s needs, which is no easy task.

Fortune 100 best companies to work for® 2020. Great Place To Work®. (n.d.). https://www.greatplacetowork.com/best-workplaces/100-best/2020

Harter, J., Buckingham, M., & Coffman, C. (2020). First, break all the rules: What the world’s greatest managers do differently. Gallup Press.

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