Va Healthcare Case Study

For this assignment, the focus will be on the New Mexico Veteran Affairs Health Care System, Department of Surgery (VA) and the processes in place to recruit, retain and promote their most valuable assets, their stakeholders. For this paper, the focus will be on the VA surgery employee as the stakeholder. The VA is a large government-run health care institution buried in bureaucracy, but it still maintains the ability to be a highly sought workplace. The benefits of working for the VA are numerous, but the rules, regulations and bureaucracy associated with the government facility can overshadow them. Leaders must work diligently to maintain stakeholder interest and buy in. The core values of the VA are integrity, commitment, advocacy,

It has grown to over 150 medical centers throughout the United States and its territories. President Abraham Lincoln established the VA system to care for the returning solider, their widow and orphan. The VA health care system electronic medical record (EMR) functions as a single EMR for the country and is accessible at any VA facility. The VA website boasts competitive pay, comprehensive benefits, good work-life balance, and ability to work with trainees. There are many recruitment programs, including loan repayment and support for additional education including time off with pay and complete reimbursement of educational costs (U.S. Department of Veterans Affairs, n.d.). Additional benefits, include the ability to transfer to transfer to any VA facility in the system with ease. Finally, it is an honor to work for the institution, to be able to provide care for those who served their country and risked life, limb, and

The chief works thirteen hour days, and takes work home with her to work late into the evening and on weekends. Supporting and promoting her team is paramount. She was a member of the team prior to becoming chief, so she has recent knowledge of the barriers faced every day by the stakeholders. She has maintained those relationships. Despite the bureaucracy of the government, the surgery department has more of a horizontal hierarchy, except for administrative responsibilities, everyone has the power to make a change (Van der Voet, Groeneveld, & Kuipers, 2014). She has remained approachable, and maintains an open-door policy for anyone who has issues or ideas. Her style of leadership is inclusive of every stakeholder, this translates to a higher degree of engagement on the part of the stakeholders (Doh & Quigley, 2014). She sees transparency and honesty as a priority, these inspire trust and openness and lead to increasing engagement in the organization (Harrison & Wicks, 2013). To maintain and stimulate open lines of communication, she shares ongoing issues on a weekly basis with the team and often asks for their suggestions and utilizes task oriented teams to come up with solutions for systems