MHA FPX 5012 Assessment 2 Human Resources Management and Talent Development

Human Resources Management and Talent Development

Student Name

University

MHA FPX5012

Professor name

Submission Date

Introduction

Human resource management (HRM) represents the primary catalyst for change within an organization. In healthcare, HRM is especially important when considering value-based and long-term wellness approaches (Ohri and Dutta, 2025). Moving to the Vila Health outcomes model will require changes to systems regarding recruitment, retention, talent development, the mission, and the creation of a patient-centered culture.

While HR practices that focus on the use of evidence to create accountability, leadership and management practices, and engagement and cohesion within the workforce will help to create sustainable practices, they will not be able to make a sustainable change. This executive summary focuses on practices that could enable HR management and talent development, and also offer potential strategic recommendations for the long-term wellness orientation of Vila Health as a highly engaged and performance-oriented employee-based organization.

Employee-Centered Organization Through Evidence-Based Human Resources

The evidence-based HRM tactic is primarily concerned with aligning workforce strategies with the company’s vision, mission, and cultural and strategic objectives. The goal should be to decrease the number of vacancies, and recruitment should be aimed at attracting professionals in preventive care and those who are interested in interdisciplinary and continuous professional development in Vila Health.

Given the long-term company wellness goals, behavioral interviews and competency-based hiring become essential to ensure cultural fit. Research on high-performance work systems (HPWS) shows that organizations with high-performance outcomes and low turnover invested in certain training and employee empowerment, and the arrangement of employees in a conducive work environment (Wang and Tsai, 2026). The workforce strategy practices that would be adopted at Vila Health would enhance the healthcare company’s staff performance and increase employee engagement.

When designing retention programs, the elements of employee voice, professional development and psychological safety, and inclusion should be addressed. This will also help build trust and an innovative culture because it will help employees feel more a part of the decision-making process and thus be more committed to the organization (Rajhi and Aljuhmani, 2026). Vila Health may also benefit from similar alignment, particularly more intense workforce analytics by predicting future workforce needs and the workforce skills gap.

Measurement of participation, retention, and engagement is done in real time. This can be accomplished through the use of cross-functional HR advisory councils and employee experience dashboards. The Mentorship and Micro-Credentialing programs will also gain from the development of trainers as a further extension of the program. The organizational culture should be reviewed to determine if the organization is on the right path.

Accountability in Human Resource Management and Talent Development

Workforce performance is essential because it relates directly to patient outcomes; this is the function of HRM in healthcare. The protocols of the performance systems in the performance scale and the competency model/follow-up should be evaluated to performance scales, which should provide development programs.

The Balanced Scorecard is a model of generic responsibility. The model described relates to the financial results, patient satisfaction, and the internal or operational and staff development results. Furthermore, the personnel and patient-related information integration systems provide the organization with the assurance that the personnel’s investment is related to the strategy of the organization.

The Veterans Health Administration Leadership Development Institute is probably a good example of talent management in the dimension of accountability. These included coaching packages, performance contracts, and the performance measurement system to benefit this institute (Geerts, 2024). The developed strategy improved clinical outcomes and increased the loyalty of employees, along with the satisfaction of patients. The same design would be performance dashboards, quarterly leader-level meetings, and results achieved in Villa Health. These systems are accountable, continuously improving, and create a culture of shared responsibility.

Leadership Strategies to Achieve HR Goals and Challenge the Status Quo

Transformational leadership will not only assist in realizing the HR targets but also go beyond the limits of creativity and innovation in this situation. The kind of executives who work on this level are also more open and flexible towards changes and innovations, since they are able to understand the long-term benefits. This type of leadership will also bring about better staff and patient satisfaction at the medical center (Tsapnidou et al., 2024). Personal and intellectual stimulation, a focus on quality, and a sense of importance will help leaders at this level improve.

Change management will assist in the restructuring of the HR in Villa Health. Leading the change will be the first priority of the management, and this will provide the staff with the opportunity to improve their career development. The performance indicators should be focused on the collective performance of the organization and the well-being of the employees. Villa Health will establish a culture of innovation based on the engagement and retention of its employees.

Collaboration and Goal Attainment Through Strategic Interventions

Interdisciplinary teamwork is the foundation of all wellness missions, making them an ongoing process for Villa Health. To redesign staff focus, we use shared targets, Interprofessional team huddles, and merged dashboards to help break silos. The new Community of Practice encourages members to complete new skill training and share what they learn. The Community is concerned with the preventive care of the population and the control of chronic diseases.

The Wellness Champion program enables staff to run quality improvement initiatives at both the micro and macro levels. These initiatives are aligned with the goals of the organization. Team-based rewards for meeting targets help distribute accountability. Some indicators include reduced frequency of check-ups and re-hospitalization (Aggarwal et al., 2025). These actions foster engagement to meet the strategic goals.

Performance Appraisals for Talent Development and Retention

Redefining a performance appraisal focuses on the employee development aspect. By meeting the requirements of the performance assessment in the context of the organizational plan and patient care outcomes, Vila Health will be able to demonstrate that it conducts assessments for the purpose of enabling accountability and fostering improvement. The competency models to be considered include the patient-centered values of adherence, teamwork, communication, and flexibility (Choi and Kim, 2023).

Thus, the appraisal will also be aligned with the leadership development programs, mentoring, and educational allowances, which will also be apparent steps toward promotion. The main focus of this appraisal system will be to enhance the participation and retention of employees by providing a sense of fairness and clarity within the system and by offering growth opportunities. Other effects of the performance data will directly feed into succession planning and support a continuous and sustainable workforce, and provide continuity of care.

Conclusion

Vila Health should advance its human resource management to make progressive long-term gains in wellness and an outcomes-focused model. A culture of recruitment and retention that is grounded in evidence will be built through accountability, leadership that is focused on change, and partnership approaches that cultivate an active and strong workforce.

Vila Health can utilize its performance appraisals to maintain employee engagement and improve patient outcomes by combining the performance appraisal and talent pipeline as development tools to safeguard the current employee engagement. The overarching strategic HR transformation will enable the organization to flourish in a healthcare setting that is more democratic.

Next Assessment: MHA FPX 5012 Assessment 3