Expanding the Boundaries of Healthcare Human Resources Planning "If left unmanaged, demographic diversity will interfere with team functioning. Identify a common ground among diverse groups, because similarity can pull different team members together. Invest in professional development so that team mem- bers have the tools they need to navigate their differences. Other elements that can improve team and organizational decision making include group-process and conflict-management skills, self-awareness and understanding of cultural style differences, ability to validate alternative points of view, and efforts to surface and manage implicit bias" (Dreachslin, 2007, p. 84). These recommendations are consistent with the warning that healthcare organizations cannot afford to miss the opportunities to address the changing demographics of the populations they serve (Evans, 2005). Healthcare organizations and institutions will continue to look to human resources professionals as the rate and complex- ity of changes continue to increase: Healthcare HRM and HHRP must develop forward-looking strategies to meet the new challenges. Traditional strategic planning uses the past to predict the fu- ture; however, healthcare organizations need to incorporate new tools and methods for predicting future trends to ensure operational and strategic success. of an organization and population. The utility of these types of models must be tempered by the fact that strategic considerations must also be considered when estimating organizational work- force requirements. The use of strategic models and perspectives can improve the ability of HR professionals to align organizational goals, popu- lation needs, and a variable supply of healthcare workers. Addressing the importance of cultural competency and diversity, through leadership and HR-backed initiatives, while considering and incorporating strategy, and the economic realities of the operating environment is perhaps one of the most important ways to leverage HRM in healthcare settings. REFERENCES Acton, J., & Levine, R. (1971). State health manpower planning: A policy overview. (The Rand Corporation Report R-724-RC). Retrieved January 23, 2009, from http://www.rand.org/pubs/ reports/R0724/ Aki, E. A., Mustafa, R., Bdair, F., & Schunemann, H. J. (2006). The United States physician work- force and international medical graduates: Trends and characteristics. Journal of General Internal Medicine, 22, 264­268. American Association of Colleges of Nursing. (2009). Nursing shortage. Retrieved September 5, 2009, from http://www.aacn.nche.edu/Media/ FactSheets/NursingShortage.htm Begun, J., & Heatwole, K. B. (1999). Strategic cycling: Shaking complacency in healthcare strate- gic planning. Journal of Healthcare Management, 44(5), 339­351. Betancourt, J. R., Green, A. R., & Carrillo, J. E. (2002). Cultural competence in healthcare: Emerging frameworks and practical approaches (The Commonwealth Fund). Retrieved January 21, 2009, from http://www.cmwf.org SUMMARY The responsibilities assumed by HR professionals in healthcare settings have never been more im- portant. The rapidly changing social, political, and legal environment creates challenges for HRM in healthcare, yet through use of economic, strategic, and cultural considerations, the HR manager and organizational leader is provided with a robust set of tools to inform policies and decision-making for the ultimate benefit of improving organiza- tional and population health outcomes. Healthcare workforce planning models can provide a basis for generalizing and estimating large-scale needs 17