HR Domains
Workforce Planning and Employee Retention
Workforce Planning/Recruitment
Determine the future staff needed and acquire them
Employee Retention
Care, support, and development of the staff
HR Functions:
Workforce Planning/Recruitment
Job Analysis
Workforce Planning
Establishing Job Descriptions
Recruitment
Interviewing, Selection, Negotiation, and Hiring
Orientation
Responsibilities of HR Staff in Recruitment
Prepares position description.
Performs job pricing.
Prepares advertisements/recruitment materials.
Keeps track of applicants/maintains HR info system.
Checks applicant references.
Keeps personnel files.
Narrows candidate pool.
Ensures compliance with app
EEOC Protections
The U.S. Equal Employment Opportunity Commission enforces federal laws that protect employees and job applicants against employment discrimination when it involves:
Unfair treatment because of race, color, religion, sex (including pregnancy, gender identi
Selected Key Federal Legislation Affecting HR
Fair Labor Standards Act
Civil Rights Act
Age Discrimination in Employment Act
Rehabilitation Act of 1973
Employee Retirement Income Security Act
Immigration Reform and Control Act
Family and Medical Leave Act
Health Insurance Portability and Accountabili
Responsibilities of Line Managers in Recruitment
Clarifies job function/provides input into position description.
Interviews candidates.
Ranks candidates.
Selects candidates.
Negotiates with and hires candidates.
Base pay
Tied to knowledge, skills, experience, and basic expectations for a specific job.
Incentive compensation
Designed to improve organizational performance by motivating employees to higher levels of achievement and performance.
Major types of benefits
Sick leave
Vacation
Holidays
Health insurance
Life insurance
Retirement plan
Flexible spending account
benefits
compensation provided in a form other than salary or direct wages, paid for totally or in part by employer
HR Functions: Employee Retention
Employee Relations and Engagement
Training and Development
Compensation and Benefits
Employee Assistance Program
Assessing Performance
Labor Relations
Leadership Development
Employee Suggestion Program
Training & Development
Orientation
Training
Professional Development
General Orientation
A brief history of the organization
Organization/Department mission and goals
Organization chart(s)
Department policies and procedures
Productivity and quality improvement monitors
Employee Handbook/Staff Manual
Department policies and procedures
Computer security and passwords
Privacy and confidentiality of all aspects of patient care
Security, fire and safety, and disaster plans
Infection control
Orientation: Employee Policies
Drug, alcohol, and substance abuse considerations
Sexual harassment
Nondiscrimination issues
Conflict of interest prohibitions and gifts
Dress codes
Use of organizational assets and information
Referral practices
Employee privacy
Patient confidentiality
E
Orientation: E-mail and the Internet
Policy statement: for business use only
Reminder: no expectation of privacy
Clear statement of examples of prohibited use
Issues stemming from use of social networks in the workplace
Employee Development
An essential management responsibility: to shape and enhance employee behavior
Advances in technology require continuous training
An important aspect of continuous quality improvement
Part of organization's policy of internal promotion process
Required as
How are training needs identified?
Compare job requirements with current/new employee skills
Analyze performance ratings
Analyze personnel records and reports
Analyze short- and long-range plans
Analyze current trends and changes in laws, regulations, accreditation standard and new technol
Just in Time" Training
Used in situations where worker is pulled from regular duty
To assist with an immediate, urgent need
Examples: Disaster situations, weather-related cancellations
Intensive, highly specific steps to follow
Steps in Designing Your Training
Learn about the people you will be training.
Determine the needs of your target audience.
Consider the scope of your organization's needs and resources.
Develop specific objectives for the training.
Develop the content of your training session.
Decide on
Components of Training Objectives
Statement of main focus
Level of mastery or acceptable performance
Any conditions associated with the work tasks
A time frame or performance standard for each stage of the training program
Remember: Objectives should be SMART!
Training Methods & Techniques
On-the-job training
Orientation sessions
Job Rotation
Internships
Formal lecture
Peer-based methods
Self-directed learning
Role playing
Case studies
Training courses and workshops
Courses taught by universities and other organizations
Distance learning
Se
Performance Management
the active use of performance data in making management decisions
Capacities (Performance Management Component)
The resources and relationships necessary to carry out the important processes of healthcare
Processes (Performance Management Component)
What is done to, for, with, or by defined groups of individuals to address healthcare
Outcomes (Performance Management Component)
The immediate and long-term effects as a results of processes
A three-step control method
1. Set standards and expectations
2. Monitor and judge performance
3. Make improvements with corrective action
The Human Resources Cycle
Workforce planning
Job analysis & description
Recruitment and selection
Onboarding
Training and development
Coaching and performance appraisal
Promotion, transfer, or termination
Uses of Performance Appraisals
Compare absolute and relative performance of staff.
Determine a plan for improving performance for those employees in need of improvement.
Determine what additional training and development activities are needed to improve employee performance.
Use the fi
Structure (conception of quality)
quality personnel and facilities
Process (conception of quality)
quality processes in both management and production of health care.
Outcomes (conception of quality)
quality resulting from the application of structural and process variables.
Donabedian's four parts of Quality
Technical management
Interpersonal relationships
Amenities of care
Ethical principles guiding care
Two quality questions
Are the right things done? (effectiveness)
Are things done right? (efficiency)
health care quality
degree to which health services for individuals or populations increase the likelihood of desired health outcomes and are consistent with the current professional knowledge
technical management
focuses on the clinical performance of health care providers
management of interpersonal relationships
underscores the co production of care by both providers and patients
amenties of care
speak to the patients interest in being treated in comfortable, clean surroundings
ethical principles
speak to the providers ethical conduct in delivering care his/her interest in furthering the societal and organizational well-being
effectiveness
providing services based on scientific knowledge to all who could benefit and refraining from providing services to those not likely to benefit (avoiding overuse and underuse)
efficiency
avoiding waste, in particular waste of equipment, supplies, ideas, and energy
Underuse
failure to provide a service whose benefit is greater than its risk.
Overuse
use of service when risk outweighs its benefits.
ex: Uncritical use of antibiotics, especially in consumer products.
Misuse
risk that service is provided badly, reducing benefit to patient.
ex: Medical errors, medication errors.
Quality improvement
systematic data-guided activities designed to bring about immediate improvements in healthcare delivery in particular settings; improvement in public health is the use of a deliberate and defined improvement process... which is focused on activities that
Fundamental principles of QI
Work involves processes of tasks and activities
Processes should aim to meet clients' needs
Quality can be improved by eliminating defects and meeting clients' needs better
Work processes, rather than workers themselves, are the main cause of quality prob
Parallel Organization Design
Individuals closest to the work are brought together across the organization, regardless of their place in the organization hierarchy.
Parallel Organization Design Advantages
Coordinated problem solving
Better performance
Opportunity for workers' professional growth
Parallel Organization Design Disadvantages
Staff spend more time in meetings
Increased cost of operations due to meetings
Conflicts can arise between two structures over resources, power, and control.
Health Informatics
the multidisciplinary field in which information technology is brought to bear on the health care system to improve quality, raise efficiency, and lower costs.
Health Analytics
the use of quantitative measures to drive fact-based decision making.
Data Mining
the use of sophisticated analytical tools to understand and predict a variety of health care outcomes.
TQM/CQI's five dimensions (Process Improvement)
Process focus
Customer focus
Data-based decision making
Employee empowerment
Organization-wide scope
Process Improvement
A structured organizational process for involving personnel in planning and executing a continuous flow of improvements to provide quality health care that meets or exceeds expectations.
FOCUS
Find - identify a process problem.
Organize - put together a team to work on process.
Clarify - use techniques to clarify the problem:
Understand - measure and collect data to document the problem.
Select - identify process improvements for implementation
PDCA
Plan - create an implementation plan for taking the process to the next level.
Do - implement and test the new process.
Check - evaluate the measures used and assess outcomes.
Act - assure continuation of newly implemented process, if successful, or redo
DMAIC
Define - delimit scope of work and time frames for completion.
Measure - create and apply measures and metrics.
Analyze - assess and flowchart the process.
Improve - specify the steps to be taken to meet goals.
Control - assure permanence of the improveme
learning organization
employees continually create, acquire, and transfer knowledge.
organizational learning
an organization-wide process that involves the systematic integration and collective interpretation of new knowledge
Building Blocks of the Learning Organization
A supportive learning environment
Concrete learning processes and practices
Leadership behavior that provides reinforcement
A supportive learning environment (BUILDING BLOCK)
Psychological safety
Appreciation of differences
Openness to new ideas
Time for reflection
Concrete learning processes and practices (BUILDING BLOCK)
Experimentation (Generation of information)
Information (data) collection
Analysis and interpretation
Education and training
Information transfer (Dissemination of information)
Leadership behavior that provides reinforcement (BUILDING BLOCK)
Actively question and listen to employees
Signal the importance of spending time on problem identification, knowledge transfer, and reflection
Demonstrate a willingness to entertain alternative points of view.
Challenges for a Learning Organization
Having a certain level of comfort with instability and change
Maximizing and capitalizing on feedback
Engaging in multi-level learning (e.g., individual, team, unit, organization)
Learning from failures and mistakes
Taking risks and trying something new -
The (Typical) Accreditation Process
Self-study or self-assessment by the entity seeking accreditation.
Submission to and review by the accrediting body (staff and experts)
Site visit
Decision on full or conditional accreditation
Make results public
Continuing review
Six Sigma
Data-driven quality methodology that seeks to eliminate variation from a process
measurement
the translation of observable events into quantitative terms
metrics
means actually used to record those observable events
measurement reliability
if a measure is taken at several points over time or by various people, the measure will generally be consistent
validity
the extent to which the measure used actually measures the concept
reliability
having a rigorous definition and method of data collection will yield a valid measure
process variation
the range of values that a quality metric can take as a result of different causes within the process
Statistical process control
process variation is measured, tracked, and controlled in an effort to improve the quality of the process
overproduction (lean)
the production that is in excess, early, and faster than is needed
motion (lean)
wasted when patients, inventory, and personnel move ineffeciently around a facility
over processing (lean)
results when the product provided to the customer is complex or confusing
defects (lean)
include medical mistake and delays in treatment
under utilization of staff (lean)
not using staff time efficiently
flowcharting
the main way that processes are mapped.
check sheet
simple data collection form in which occurrence of some event or behavior is tallied
Health Information Systems
All components of computer systems, including:Software,Hardware, Operating systems
End-user devices connecting people to systems
Networks - the electronic connectivity between systems, people, and organizations.
Data that systems create and capture throug
Networks
can be categorized as Intranets, which are internal to an organization, or Extranets, which are external and allow users to share information.
also can be characterized as:
local area networks (LANs)
wireless LANs (WLANs)
wide area networks (WANs)
wireles
Systems in Health Care
Standard office applications such as word processing, spreadsheet management, and e-mail and other administrative tools to enable collaboration.
Budget systems to manage expenses and income.
Cost accounting systems to model the profit (or loss) of key ser
Historical Uses of Information Technology
Mainly used for administrative support.
To support regulatory requirements (e.g., those defined by JCAHO)
Opportunity to reduce costs and increase patient safety and treatment effectiveness has encouraged use in more clinical settings.
Evolution of the Automation of Health Care
Medical devices are more sophisticated.
Robotic use has increased, e.g., pharmacy robots that fill prescriptions.
Unification of medical devices and information systems.
Systems more prevalent in the clinical setting.
Health care managers will need to use
The Electronic Medical Record (EMR)
a computer application that includes:
Clinical data repository
Clinical decision supports
Controlled medical vocabulary
Physician order entry
Pharmacy and clinical documentation
Used across inpatient and outpatient areas.
Used by all practitioners to docu
laws
govern the relationships between private individuals and organizations and between both of these parties and government
preemption
federal laws take precedence over state laws