HR Planning using the McKinsey 7S Model Concept for Start-Up

Maternity Clinic

Aminatuz Zuhriah

, Tantri Yanuar R. Syah

, Deddy Dewanto

and Ratna Indrawati L

Postgraduate Magister Management, ESA UNGGUL University, Jl. Arjuna Utara No.9, Jakarta, Indonesia

Keywords: Maternity Clinic, Star Up, Human Resources, McKinsey 7S Model

Abstract: Market competition certainly can’t be avoided considering the number of similar companies that have

appeared. That is the way human resource planning (HR) using the McKinsey 7S Model Concept at the

Start-Up maternity clinic in the face of that competitor. This study resulted in conceptual modelling of

human resource development strategies of stakeholders with increased productivity in realizing the

establishment of the Start-Up Clinic that will compete to serve the Community, especially Mothers. This

HR concept strategy is a strategic action to give produce the competence and health industry of the human

resource capacity development program meaning. Human Resource Investment is an intellectual investment

that has significance for the business development of Start-Up Clinic and improves services to the society,

especially mothers.

1 INTRODUCTION

In carrying out the process of healthcare services

alone by the Start-Up Clinic, the company considers

that the need for participation in improving the

company's operations, especially in terms of Human

Resources, for that by approaching a management

model as a basic benchmark, is expected to establish

the company's operations to be more effective, and

in this case the approach uses a 7S framework from

McKinsey or better known as McKinsey 7S

Framework (Hanafizadeh and Ravasan, 2011; Singh,

2013; Alshaher, 2013; Gyepi-Garbrah and Binfor,

2013; Chen and Liu, 2010). McKinsey 7S

Framework is a management model to see how

effective the organization is in achieving its goals by

using the seven main elements of Strategy, Skill,

Shared Values, Skills, Style, Staff, System and

Structure. These seven elements have interdependent

relationships with each other, and the changes in one

element will affect other elements. This model can

be applied to a variety of situations and is an

excellent tool in designing the shape of an

organization, improving organizational performance,

testing organizational change factors, aligning

departments and processes during acquisitions and

mergers and determining the best strategy for the

organization. Therefore, the Start-Up Clinic looks at

the seven elements for the implementation of the

strategy to succeed within the company; it is also

expected to be run to achieve success. Limitations of

scope.

This article only describes/exposes the

implementation of McKinsey's 7S, including

Strategy, Skill, Shared Values, Style, Staff, System

and Structure in an organization, especially a start-

up Clinic that will run/operate today.

2 LITERATURE REVIEW

McKinsey 7S Framework was introduced by Tom

Peters and Robert Waterman who worked as a

consultant in McKinsey & Company in the 1980s.

According to them, the alignment of the seven

elements in the organization is a key factor in the

success of a company (Ilmu Manajemen Industri,

2017). McKinsey's 7-S concept, consisting of

Strategy, Skill, Shared Values, Style, Staff, System

and Structure.

2.1 Strategy

The strategy is the target and long-term goals of a

company and the direction of action and allocation

of resources needed to achieve goals and objectives

Zuhriah, A., Yanuar R. Syah, T., Dewanto, D. and Indrawati L., R.

HR Planning using the McKinsey 7S Model Concept for Start-Up Mater nity Clinic.

DOI: 10.5220/0009951004990505

In Proceedings of the 1st International Conference on Recent Innovations (ICRI 2018), pages 499-505

ISBN: 978-989-758-458-9

499

(Craig and Grant, 1996). Maternity Clinic Start-Up

which is the main facility clinic established in the

city has a market penetration strategy by offering

competitive prices or cheaper than hospitals and

educate about the painless birth process that focuses

on building a fast delivery and good service quality

(service excellent) to reach the market in the nearest

society. In the fast delivery process emphasizes the

administrative bureaucracy process in the company

accelerated with the booking system. Also, what is

meant in quick delivery is the rapid implementation

of operational procedures standards, from patients

entering the clinic, consultation process, drug

delivery to the patient out of the clinic, or when the

patient is already in the process of giving birth.

2.2 Skill

Skill is the ability to operate a job easily and

carefully requires basic skills (Robbins, 2000; Baum

and Locke, 2004). As a healthcare company oriented

to delivery services, Maternity Clinic Start-Up

provides professional and competent medical

personnel in their field by standard operational

procedures with minimum 2 – 3year experience as

well as having suitable and valid competence

certificates. Also, can educate prospective patients

about painless delivery, as most people are still don’t

know of the painless delivery. Non-medical

personnel in the Start-Up Clinic also can serve

patients professionally, able to follow the value of

Excellent service culture that has the ability of

Human Resources by very specific needs, which

means will be based on the ability of doctors, nurses

and support personnel are experts.

2.3 Shared Value

Shared value is a guide for members of the

organization to grow and develop that can be formed

from the organizational culture that is in the Start-

Up Clinic. Organizational culture is the norm,

values, assumptions, philosophy of an organization

developed by organizational leaders and applied in

the organizational behavior of members of the

organization. In general, organizational culture is

defined as the vision, mission, strategic objectives

and strategic values. Organizational culture

is taught

to members of the organization and supervised its

implementation systematically (Wirawan, 2007).

According to Schein (2010), culture as a basic

assumption pattern created, discovered or developed

by certain groups as learning to address external and

external issues of internal adaptation and formal

integration is well executed. Three things support

this Schein theory, namely:

2.3.1 Artifact

The artifact is an organizational culture that can be

seen and describes the values and vision of the

mission that the organization believes.

2.3.2 Beliefs/Values/Attitude

Beliefs are beliefs related to what is right and what

is wrong. Values are values associated with ethical

and moral codes that determine what a person

should do.

2.3.3 Basic Underlying Assumptions

Basic underlying assumptions is the relationship

between humans and what's in their environment.

The basic assumption can also be defined with belief

if something that is not visible but is present.

2.4 Style

The style is meant here is a leadership style owned

by clinical leaders. The ideal leader is a leader who

is willing to be a social service, not just ask to be

served by society as it is so much happening.

Character leaders must meet the criteria of behavior

such as honest, responsible, convey what should be

conveyed and intelligent. Servant leadership is a

new theory or view of leadership initiated by Robert

K. Greenleaf and developed in the 1960s and 1970s.

The theory of leadership that serves is a theory that

emphasizes the improvement of service to others. A

holistic approach to work, promoting a sense of

togetherness and sharing power in decision making.

Therefore, this serving leadership theory has a

reversed pyramid

image when compared to other

leadership concepts. This leadership theory of

service is oriented towards the flexibility of

organizational structure delegation to subordinates

and future-oriented. Principles and values of a leader

are considered key long-term interests for the service

of the organization. The leadership behavior that

exists in a ministering leader grows from the inner

valuesand beliefs of individual leaders in which

personal values such as fairness and integrity are

independent variables that engage servant leadership

behaviors.

The motivation of serving leadership is by the

way senior leaders in leadership serve to instill their

personal values throughout the organization through

a modelling process which shows an observable

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500

action. This means that leaders in their leadership

activities show their values to their subordinates

through actions and direction that contain positive

leadership values planted from time to time in

organizational behavior. Therefore, personal values

that exist from a leader is considered as a source of

influence to bring change to his organization.

2.5 Staff

In running the health service operational, the Start-

Up Clinic that employs Doctors and Nurses must

also be able to carry out work with existing job

descriptions, and as a benchmark assessment to be

able to match the expected company with the

assessment of work made twice a year, it also

supported by supporting staff / Expert Staff as

advisory board, who is also responsible in handling

Clinic, which can provide technical operational

advice and assistance in the clinic.

With the Human Resource Planning which is the

management process in determining the movement

of human resources from the desired position in the

future, while the human resources a set of processes

and activities alone jointly by human resources

manager with line manager for solving

organizational problems related to humans.

2.5.1 Training and Development of Human

Resources

Training and development is an important

organizational investment in human resources.

Training, involving all human resources to gain

knowledge and learning skills so that they will soon

be able to use them in work. Training is required

Due to the gap between current employee skills and

the skills required to occupy new positions. Training

and human resource development are increasingly

becoming a strategic problem for various reasons.

2.5.2 Maternity Clinic Performance

Assessment Start-Up

Understanding performance appraisal is the process

by which individual performance is measured and

evaluated. Performance appraisal answers the

question, how well workers perform for a certain

period (Bacal, 2001).

2.6 System

A system is a regularly interacting or interdependent

group of units forming an integrated whole

(Merriam-Webster). The system is a logical and

rational procedure to perform or design a series of

related components to each other (Havery, 2009).

Every system is delineated by its spatial and

temporal boundaries, surrounded and influenced by

its environment, described by its structure and

purpose and expressed in its functioning

2.7 Structure

In general, each company has an organizational

structure that is the first step in starting the

implementation of corporate activities, in other

words, the preparation of organizational structure is

a planned step in a company to perform the

functions of planning, organizing, directing, and

supervision. The organizational structure can be

defined as a formal work organizational framework

with which the work tasks are divided, grouped, and

coordinated (Robbins and Coulter, 2007).

The function of the organizational structure in

the Start-Up Clinic is to provide clear information to

all employees so that they know who should be

responsible and what should be accounted for and

the extent of the capacity or authority of these

employees.

3 RESULTS AND DISCUSSION

Mckinsey 7s model concepts in industry

maternity clinic using epidural analgesia.

McKinsey's 7-S concept, consisting of Strategy,

Skill, Shared Values, Style, Staff, System and

Structure. Figure 1 describes description of each

factor.



Figure 1: Mckinsey 7s Model

HR Planning using the McKinsey 7S Model Concept for Start-Up Maternity Clinic

501

3.1 Strategy

The quality of service at the Start-Up Clinic remains

in good quality because the services provided are

still by the operational standards and accordance

with the accreditation set by the government as well

as the authorized institution. This process is closer to

the way to provide services to patients when before

entering the example of a greeting of friendly

employees, being disciplined for example like a

friendly officer while serving, to get out of the clinic

to feel comfortable and feel cared for by officers

who are in the clinic. Also, patients who enter to

carry out the process of childbirth, free of saturation

and bored with the availability of television to watch

the entertainment in the waiting room and avoid the

feelings of anxiety because of a loyal family to

accompany and the availability of a Therapy-scented

room.

3.2 Skill

In the Start-Up Clinic also can serve patients

professionally, able to follow the value of Excellent

service culture that has the ability of Human

Resources in accordance with very specific needs,

which means will be based on the ability of doctors,

nurses and support personnel are experts. Doctors

and nurses as main shields in this smooth business,

because in general this Clinic will employ sub-

specialist doctors who have ACLS certificate,

ATLS, and Hyperkes and general doctor who

understand and have ACLS certificate, ATLS,

Hyperkes, family medicine, and have insurance

private profession for all doctors, while midwives

and nurses with experience in their field with valid

STRs and certification of competency test and good

skill in the field of handling help mothers give birth

without pain and have BTCLS certificate. For non-

medical staff must have skill in operating computer

program, and in the short term in the second year, it

is expected that Clinic has been able to provide

special training for Medical and Nonmedical

workers. Start-Up Clinic also has marketing staff

who have good digital marketing skills by using

communicative, friendly, good at negotiating and

able to work in teams.

3.3 Shared Value

At the beginning of the establishment of Start-Up

Clinic, values and culture should be inculcated early

to all clinic staff by providing Excellent Service to

prospective patients or expectant mothers who want

to give birth normally without pain. The introduction

of values will be given at the beginning of the new

employee orientation along with the introduction of

the company's vision, mission and objectives.

According to Schein (2010), culture as a basic

assumption pattern created, discovered or developed

by certain groups as learning to address external and

external issues of internal adaptation and formal

integration is well executed. Three things support

this Schein theory, namely:

3.3.1 Artifact

At the Start-Up Clinic Medical Clinic, medical

personnel use neat uniforms, clean, wearing makeup

and hair neatly arranged. For medical uniforms get 3

pairs of clothes consisting of 2 clothes for the

polyclinic and 1 shirt for the birthing handling room.

3.3.2 Beliefs/Values/Attitude

The first value that is in the Maternity clinic the

Safety that always gives priority to the security of

mother and baby. The second is Respect and

Professionalism is always supports to realize the

productive work for the patient for the quality of

maternity services without the pain of quality. The

third is Integrity, which always upholds the value of

honesty and company commitment

. The last is

Excellent Service that always gives perfection of

health service by giving maximal action with a

friendly attitude, quick response (fast response),

smile, greeting inpatient service.

Attitude reflects the concept of values believed,

personal characteristics and employee motivation

involved in activities in the Start-Up Maternity

Clinic. Attitude becomes one of the most important

selling points in hospital services where patients will

feel comfortable with the medical personnel who

have a high attitude like hospitality inpatient service

by making the patient as an asset for patients to feel

comfortable, responsible and have a feeling of

wanting to go back again to conduct a checkup at the

Start-Up Maternity Clinic.

3.3.3 Basic Underlying Assumptions

The relationship built in Start-Up Clinical Clinic is a

good inter-employee relationship that makes it easy

to coordinate between departments, both medical

and nonmedical. Any suggestions and criticisms also

good work done by employees for the advancement

of the company or otherwise will be included in the

performance appraisal of employees who will get

rewards and punishment. Generally, the above

culture illustrates the main behavior depicted from

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the Start-Up Clinic, reflected as a means of health

that can create a real action of that culture. Because

organizational culture is a characteristic that is

upheld by the organization and the role model of the

organization as a differentiator between one

organization with another organization.

Alternatively, organizational culture can also be

interpreted as values and norms of behavior accepted

and understood jointly by members of the

organization as a basis in the rules of conduct

contained within the organization. Culture as a

foundation in running the company can create good

relationships of patients, able to run maximum the

operational, and able to create the culture as a shared

value that affects all aspects of 7S in this company.

3.4 Style

The Start-Up Maternity Clinic adapted Robert K.

Greenleaf's 1970s leadership style to be a leader

starting from the natural feeling that a leader wants

to help who has 10 characteristics of which are

Listening, Empathy, Healing, Awareness,

Persuasion, Conceptualization, Foresight,

Stewardship, Commitment to the growth of people

and Building community.

3.5 Staff

In running the health service operational, the Start-

Up Clinic that employs Doctors and Nurses must

also be able to carry out work with existing job

descriptions as shown in Figure 2, and as a

benchmark assessment to be able to match the

expected company with the assessment of work

made twice a year, it also supported by supporting

staff / Expert Staff as advisory board, who is also

responsible in handling Clinic, which can provide

technical operational advice and assistance in the

clinic.



Figure 2: Staff

In this process, candidates applying to the Start-

Up Clinic will go through the stages according to the

procedures they have in accordance with the flow as

shown in Figure 3.



Figure 3: Start-Up clinic stages

Unlike recruitment for doctors, especially in the

recruitment of specialist doctors, the recruitment will

be more straightforward, but for the process to be

run by searching for various activities, one of them

is by attending seminars. This is done as a step to

filter the potential of existing doctors in Indonesia,

especially the fresh graduate doctor to be a partner

or a doctor who can work together with Start-Up

Clinic.

3.5.1 Training and Development of Human

Resources

The training and development of employees at the

Start-Up Clinic are aimed at improving medical

science, for example through reproductive health

seminars related to childbirth and skills of doctors

and staff through workshops. Studies on business

education and management for non-medical

employees are also worth following. As for fund

development and training of employees at the Start-

Up Clinic is set aside annually from the 10% salary

increment earned by an employee with 8% salary

distribution for development fund and 2% training.

At the beginning of the opening of the clinic,

employees will receive orientation training to deliver

the vision, mission and goals of the Start-Up Clinic

and how to serve patients well.

3.5.2 Maternity Clinic Performance

Assessment Start-Up

According to Gibson et al. (1987) there are three

important factors that affect the performance of a

person, among others individual factors include

ability, skills both physical and mental, family

background, experience, social level and

demography; Psychological factors include

individual perceptions, roles, attitudes, personality

HR Planning using the McKinsey 7S Model Concept for Start-Up Maternity Clinic

503

(personality), motivation, willingness to learn, and

job satisfaction; Organizational factors include

organizational structure, leadership, human

resources, job village, reward system.

3.6 System

Clinic that focuses on operational of health service

especially for participants of mothers who want to

give birth has several ways in which the process is

implemented able to provide maximum services,

such as by applying lean management function in

service blueprint, where the purpose is as a simpler a

process, and waste in the process in order to be able

to provide better service from other places that have

been there. In support of the process and the system,

Maternity Clinic Start-Up Childbirth without Pain is

also assisted by a marketing system which one way

is by using CRM (Customer Relationship

Management) where the system is a goal is a

marketing tool that builds a relationship between the

clinic and the patients. In the existing system is

expected various things related to planning,

implementation, control and evaluation, budget, and

rewards can be run maximally by the clinic.

3.6.1 Goals and Objectives of Human

Resource Management

The short-term goal (1-3 years) is to have an

experienced sub-physician and general practitioner

family medicine and improve the competence of

employees in the Start-Up Clinic by involving them

to workshops or seminars that can develop the skills

of employees in serving patient and for the progress

of the development of Start-Up Clinic.

The medium-term goal (3-5 years) is to have an

experienced specialist and general practitioner

family medicine, to increase employees by seeing

the number of requests to serve patients, as well as

building good family relationships or loyalty in

employees at the Start-Up Clinic, expected by the

establishment of a sense of ownership among

employees of the Start-Up Maternity Clinic can

create a good and mutually beneficial relationship

from the side of the clinic owner and the employees

who there.

The long-term goal (5-10 years) is expected with

the higher competence and skill of the Clinic Officer

Start-Up staff combined with good relationships

among employees and leaders with employees,

having a primary care specialist primary specialist,

in accordance with long-term goals Maternity Clinic

Start-Up is to open branches in big cities in

Indonesia, the employees can be a leader or leader in

the branch of other Start-Up Clinic scattered

throughout Indonesia.

3.7 Structure

The function of the organizational structure in the

Start-Up Clinic is to provide clear information to all

employees so that they know who should be

responsible and what should be accounted for and

the extent of the capacity or authority of these

employees. The organizational structure at the Start-

Up Clinic as shown in Figure 4.



Figure 4: organizational structure

The structure used in the Start-Up Clinic is a

functional structure, in which clinic leaders can

easily give instructions to their subordinates or in

other words can easily coordinate with each other.

This is as one form of effort to cut operating costs

and salaries of employees by using an effective and

efficient structural system.

4 CONCLUSIONS

Alignment of the seven elements of Strategy,

Structure, System, Shared values, style, Staff and

skills within the organization is a key factor in the

success of a company. The seven elements have

interdependent relationships with each other, and

changes in one element will affect the other. This

model can be applied to a variety of situations and is

an excellent tool in designing the shape of an

organization, improving organizational performance,

testing organizational change factors, aligning

departments and processes during acquisitions and

mergers and determining the best strategy for the

organization. Therefore, the start-up Clinic pays

attention to the seven elements in order to execute

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504

the strategy to succeed in the company, it is also

expected to run to achieve success.

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