HR - project - Human Resources
Project you will be required to submit a report on any subject in our textbook related to HR in healthcare. An example: Organized labor. No particular writing style is required. The only requirements are: minimum of five pages not including the reference and cover pages, double spaced, 12 point font, times new roman style and two scholarly references (i.e. books or journals). See the course outline for the due date.
Chapter 1: Strategic human Resources management
Strategic HR management
HR best practices
The SHRM model
Organizational mission and corporate strategy
Measuring the HR function
The HR brand
A strategic perspective on HR
Introduction:
healthcare industry is labor intensive
Service is produced and consumed simultaneously- can’t store service on shelf
Consumer and provider interaction very integral in delivery of health services
Quality variations among employees and employers
Leaders must manage factors of influencers of performance
Factors of HRM activities- recruitment and selection, training and development, appraisal, compensation, emp. Relations
Environment and organizational aspects that affect HR
Strategic Human resources management (SHRM)
SHRM the comprehensive set of managerial activities and tasks related to developing and maintaining a qualified workforce needed to achieve organizational effectiveness as defined by the org strategic goals
Business (org.) strategies are linked to human resources strategies
Managing people strategically is crucial in enhancing org performance
Probability of hiring competent people and then performing task: determine requirement for positon, recruit and select qualified people, train and develop for future needs, adequate rewards to attract and retain
All healthcare executives are human resources managers
Significance of SHRM
Having human resources with the right skills at the right time does not happen by accident
Some may not always be available on the market (quantity)
Those available may be lacking in the requisite skills, training, or service orientation (quality)
To maintain or enhance org performance, healthcare org should always consider
Employee recruitment
Selection
Retention
Training
Performance appraisal (hardest part: being on time)
Compensation (enhance performance, wage analysis)
Organizational should also consider legal issues and environmental factors that affect the management of human resources
Significance of SHRM cont..
Executives need to understand human behavior, work employees effectively, knowledge of many systems
Aware of economical, technological, social and legal issues that affect HR and strategic goals
Research shows how you handle HR- recruiting, selecting, training, evaluating, and rewarding- key to effectiveness as HC manager
Studies show that high HRM rankings of incentives, grievance systems, appraisal system, participation in decisions= Increased productivity= competitive advantage
Benefits of SHRM
Competitive advantage over healthcare org if these HR conditions are met: improve efficiency and effectiveness of org, employees knowledge and skills are better, HR resources are not easily copied by others, employee talents (strengths) can be combined and deployed as needed
Organizations achieve competitive advantage by SHRM for these reasons:
SHRM encourages proactive behavior
Company goals are communicated explicitly
Focus on gaps between current situation & future vison
Line manages are involved in HR planning process
HR opportunities and constraints are identified in implementing strategic plans
7 HR best practices:
Fig/Ex 1.1 in textbook
Provide employment security- errors employee has no control
Use different criteria to select employees (fit and attitude)
Use self-managed teams and decentralization- management layer
Offer high compensation contingent on performance
Train extensively- done on faith that it will work
Reduce status distinctions and barriers-dress, office, parking
Share financial performance info high trust, no secrets
Do these practice make sense? Why or why not?
Bad news-takes time, good news- lasts, hard for competitors to duplicate
The SHRM Model
Steps of the SHRM Model include:
Assess the org. environment and mission
Formulate a business strategy
Identify HR requirements to implement business strategy
Compare the current HR inventory to future strategic requirements in terms of numbers, practices and required skills
Develop HR strategy to close gap between current inventory and future reqirements
Implement approp. HR practices to reinforce business strategy and attain competitive advantage
What HR problems might occur if any of the
The SHRM Process Ex. 1.3 (fig. 1.4) pg. 10
To remain viable org. thinking and strategy must look to external changes
Environmental assessment-legal and regulatory climate, economic conditions, labor market, all are opp. Threats
Trends: workforce diversity, aging, shortages, values and attitudes
Mission and strategy: purpose, mission, SWOT analysis, corporate business, functional strategies
Hr strategy formulation and implementation
The HR brand:
a brand refers to the org. image or culture from the perspective of the general public or potential customers or employees. The brand reflects the org
corporate image and culture
purpose, values, standards
type of people hired, employee behavior
results that it recognizes and rewards,
purpose of HR brand is to attract and retain the best employees and ultimately achieve competitive advantage= enhanced outcomes= competive advantage
HR goal- org to be the “choice” not “last resort”
Strategic perspective on HR:
effective org. realize employees have value and therefore have systems for attracting, motivating, and managing HR- seen as Human Assests- Investments
Dilemma- if don’t invest= less attractive, if invest= make sure not lost, must retain long enough to get ROI in employee skills.
Org are/ not HR oriented based on: are people central to mission and strategy, mission and strategy statement espouse value of human assets, philosophy prevent d
Who performs HR tasks:
human resource managers: most HR functions
evolution of HR raises these questions:
HR tasks performed line mangers or outside vendors?
HR departments now more concerned with financial performance and strategic issues while delegating more routine HR functions to line managers
HR executives are more likely to be members of the executive team- 60% and report directly to the CEO
HR metrics: measures HR outcomes and performance
ROI of various recruitment sources
Time to fill positon
Percent of diverse applicants hired
Cost per hire
Turnover costs
ROI for training
Future HR challenges:
Retaining and rewarding the best employees
Developing the next generation of corporate leaders
Creating an org culture that attracts the best
Making HR the heart of an effective system response to change
Chapter 2: The Healthcare Professional
Professionalization
Healthcare professionals
Nurses
Pharmacists
Allied Health professionals
Healthcare administrators
Considerations for human resources management
The changing nature of the health professions
HealthCare Professionalization:
As healthcare evolves, more professionals are needed who are empowered to make decisions without direct supervision
Healthcare is labor intensive and distinguished from other service industries by the number of licensed and registered personnel it employs and the variety of subdivisons in the field
Subfields have emerged as a result of specialization in medicine and technology
Occupation-principle activity of support, not specialized, hourly wage, supervised
Profession- specialized knowledge, more authority, autonomy, salary, higher education, independence
Functional training teaches personnel to perform tasks but does not teach the theory behind the practice: theory is also essential to make complex management and care decisions and to become fully skilled
Healthcare workers include practitoners(doctors, nurses, dentists) administrators and allied health professionals
Healthcare workers are employed in a variety of settings, including hosptials, ambulatory care, pharmaceutical companies
Can have more stress
The more money you make stress usually is higher
Healthcare professionals:
HC is largest and most powerful industry in the US
Approx. 16% of the GDP
Allied health is therapists, medical and radiologic tech’s social workers, health educators
Settings: hospitals. Managed long care, mental health, schools of medicine, ambulatory care
According to US Bureau of Labor of Statistics are employed by:
Hospitals (34.6%)
Nursing personal, residential care (22.8)
Physicians offices or outpatient care (17%)
Home health care (7%)
US Dept. of Labor regonizes about 400 differ job titles in the healthcare sector
1/3 of these belong in the support staff category
There are 2.2 million positions that are critical to delivering healthcare services- nursing aides, homehealth aides, personal attendants
-Primary reasons for increased need of healthcare professionals:
- Technolgical growth
specialization
changes in third-party coverage
aging population, increase of new and diverse healthcare settings
Nursing: the art of caring combined with science
Nursing process includes (ANA 2008):
Assesement: data of physical, pyscholgical, social
Diagnosis: judgment of cause, condition, path illness
Planning- care plan with specific treatment goals
Implementation- carrying out the treatment plan
Evaluation- continuous assessment plan
Nurses are largest group of licensed HC professionals in US- 3 million RN’s in US
56% of employed RNs work in hospitals, 15% in community of public health setting
749K LPNs
Allied health professionals:
Professionals who deliver health-related services:
disease prevention
dietary and nutritional services
rehabilitation and therapy (ex2.2)
Requires education and training- colleges, hospitals, vocational
45.5% of the HC workforce in the US
2 categories of Allied Health personnel: therapists/technolgists and technicians/assistants
Therapists and technolgists have a higher level of training
Healthcare administrators:
Organize, coordinate, and manage healthcare services, provide leadership, strategic direction
Professionals employed, complexity of healthcare delivery
Postsecondary education required: bachelors/ masters (MHA) in health care adm, business, adm, public health
Growth of the profession
10,000 healthcare administrators in 2007, up from 5,700 in 1990. Physicians and other clincians getting MHA
Considerations for HR Management:
HR personnel must qualify that job descirptions have
Education, experience, judgment ability, accountability, physical and communication skills, and certification or licensure
Primary roles:
Verifying credentials (must track these)- get primary (direct from licensure board) and secondary (candidate submits verification)
Education services: in house training and devlopement for CEU’s, orientation, recruit, and retain
Practitoner management: unable to carry out professional duties, HR must evaluate performance to ensure competence
Changing Nature of Healthcare professions:
Shifting delivery sites to outpatient, the home, long-term care, and the community
The meaning of health redefined
Boundaries of healthcare professionals reshaped
Outcomes of healthcare interventions changed
New ways of thinking about quality of life
This change is due to 3 major forces
Shift to outpatient care and cost containment- managed care
Technological advances: telemedicine, EMR, etc
Medical innovation- several might stay reduced simple procedure or only medication
Healthcare trends affecting HR
Hospital employment of MD’s
Hospitalists and changing hospital-physician relationships- treat only patients in the hospital do not run their own practice full time at hosp.
Growth of MD group practices
Decreased reimbursements-cause for more primary care docs to form group practices
Shifting supply and demand for all health professions
Healthcare trends affecting HR cont..
Alternative therapies: acupuncture, chiroptatic, massage- increased consumer demand-more hospitals offer
Non-physician licensed practitoners-PA, NP
Interdiciplinary patient care teams- plan care
Recruitment and retention
Entrepreneurship: increased by regulation, bureaucracy, and payer constraints
Workforce diversity
AHA reports average nurse vacancy at 8.1%
Average age of RN increasing pushing vacancy rate to 260K FTE’s by 2025
AHA reports vacancy rate of allied health professionals from 6 to 11% current ones must work longer hours- increase patient wait times and decreased patient safety
Execute recruitment and retention programs
Dedicated senior management to these programs-dedicate financial and human resources- build culture of retention
Other factors that influence recrutiement and retention besides salary: leadership support, contribute to org, good work conditons, work-life balance
Chapter 3:
Key guidelines: take a proactive approach, using available data on such activities as grievances to project future problems.
Legal Environment of HR
In the U.S we view the workplace as part of our culture
Societies protections are extended to work
Laws to protect losing home, prop and jobs:
Laws “level the playing field” emphasizing protection for the employee
Employment laws are subject to interpretation by courts and agencies (EEOC, NLRB)
EEOC: equal employment opport corporation
History of Employement Law:
Most important federal statutes that affect the employment setting include: (pg74)
Civil rights act-prohibits discrimination
Age discrimination in Employment Act 40
Fair Labor Standards Act- min wage, OT, child labor in hazardous conditions
HIPPA_ protect health and medical info
Americans with disabilities (ADA)
Little regulation of employment conditions prior to 1938
Fair labor standards act (FLSA) passed by congress in 1938, estb.
- the minimum wage
standard workweek
guidance on child labor
THE 1960s saw dramatic changes in employment law focused largely on preventing discrimination- social activities
Qual
Other key laws of employment: slide 5
Consolidated OmNibious Budget Reconcilation Act
Consumer Credit Protection Act
Drug-free workplace act of 1988
Employee polygraph
Title VII of the Civil Rights Act:
- Covered discriminatory practices in employment settings (hiring, promotion training, compensation, benefits,
-covers “terms” conditions, or privileges of employment
_ requires employers to “reasonably accommodate to an employees or prospective employees religious observance or practice”
US Supreme Court Decisions sldie 7
Griggs vs. Duke Power Co. (1971) estab. That “facially neutral” job requirements may be discriminatory of they have and adverse impact on a protected class.
Job requirements or employment tests myust
Title VII and sexual harassment
In Meritior savings
Slide 9
Americans with Disabilities Act 1993
Improved protections from the Rehabilitation Act of 1973
Prohibited discrimination against those defined as “disabled” under the law
- required employers to take advertent steps through reasonable accommodation pg 56
Family and medical l leave act 1993
Provided a new entitlement for employees to address serious health conditions for themselves or a family member
Provided up to 12 weeks of unpaid leave annually
Guaranteed continuation of employer-paid health insurance during leave
Guaranteed a return to work for the same or equivalent job
Important laws:
Equal employment opportunity (EEO)- refers to govt. attempts to ensure individauls have an equal chance for employment regardless of race, age, religion, and other non job related
FSLA_ main concern was minimum wage, overtime, child labor
Equal pay act of 1963- same pay for same work
Civil rights act of 1964- most far reaching
Age discrimination in Employemnt act (Ade)
Varieties of Employment Status in the US
AT-will employment
Common law principle that employers have the right to dismiss an employee at any time for a good reason, or no reason
Several states have restrictions to employment at will
Only Montana requires that employers show “good cause” for discharging an employee
Many states have public policy exceptions to employment at will
Employers are still bound by federal legislation (Title VII of the Civil Rights Act)
Illegal discrimination: based on non-job related reasons (age)
Varieties of Employement
Employment under contract
A property interest in employment protected by due process
Primarily limited to the public sector
Disparate Treatment and Disparate Impact
Refers to intentional discrimination where an employer refuses to hire someone specifically because of protected class characteristic such as racr gender
May be unintentional and involves hiring practices
A defense against disparate impact is the argument that the practice in question is job relegated and is a business
EEO principles and HR
Have HR systems comply with EEO
Interview questions- same questions to all
Screening: apply them consistently
Policies- nondiscriminatory in nature to: educate employees on behavior expected, promote consistent conduct of behaviors
Sexual harassment- have a policy (title VII)
Retaliatory discharge: deter employee making claim
Affirmative action plan in place- rep, of the workforce or equal opport. For emp (pg.115)
Workplace searches-employee has limited privacy
Electronic monitoring- pg 67 safety, theft, drugs
Drug testing- pre-employment and random
HIPAA- ensure privacy of health and medical
Employment at will- right to sever work
Whistle- blowing- employee exposes illegal activity in the workplace
Termination procedures- documentation, analyze, risk first, don’t wait, choose date, consult HR (pg.134)
Grievance procedures: (pg72) EEO process, ADR alternative dispute resolution (mediation arbitration)
Employment law in the twenty-first century
Ongoing questions about use of technology, such as social media use by employees
The national labor relations board and various state legislatures are addressing many of these issues
Continued debate on aspects of the ADA, such as whether a person whose disability has been “corrected” is still entitled to ADA benefits
FMLA has been modified in light of ongoing military conflicts leading to exigency leave and military caregiver leave
Tile VII and sexuality: while courts
Other trends:
Other trends: the issue and definition of retaliation is currently being debated in multiple courts
Retaliation charges filed with the EEOC have nearly doubled since 2006
Employment law and strategic human resources management
Employee relations: understanding employment law is key with the law affecting
Recruitment, selection, and job advancement
Disciplinary actions
Termination
Compliance with multiple employment laws
Misunderstandings about “legal”
Dilemmas in Compliance:
Confusion
Key Guidelines:
Take a proactive approach, using available data on such activities as grievances to project future problems
Supervisory training is key
Regular review of HR policies
Attention
Chapter 4: JOB ANAYLISIS and job design
Job vs. positions
Job anaylsis
Data sources and data collection methods
Job analysis and HR
Legal aspects of job specifications
The changing environment
Job design
Job- group of activities and duties that entail natural units of work that are similar and related. Jobs should be clear and distinct from other jobs to minimize
Position: different duties and responsibilities that are performed by only one employee (ex. Hospital has 40 RN positions to fill
Job anaylsis: the process of obtaining info about a job by determining the job’s duties, tasks, and activites. Undertaking a systematic investigation of jobs by following predetermined steps in advance. HR creates summary from studying 20 to 30 tasks or activites.
Job analysis is foundation of job description and job specifications
Job descriptions: a written explanation of a job and types of duties the job involves. A summary of tasks, duties. Contain: job title, job identification section, and a job duties section.
Job specification: personal qualifiactions required to perform the above duties and responsibility contained in a job description. Describes the skills required and the physical demands the job places on the employee.
Job anaylsis process:
Look at sources of data
Consider methods of collecting data
Collect the job data
Consider job specifications
Create job description contents
How these relate to HR functions
Steps of job analysis:
Determine purpose of job analysis- do findings effect salaries
Identify jobs to be analyzed- how many
Explain process to employees- who, what, why and how
Collect job anaylsis info- data
Org. info in a useful
Data sources and methods
Overall responsbilty of the JA is HR’s
JA- intitated restructuring, merger, growth
Data sources include the job analyst, the employee, and supervisor
Methods of collection: osbservation, interview, questionire, employee diary, technical conference
Methods of collection:
Competenct model technique: competencty is an underlying characteristic of a person
Job anaylsis and HR
Job anayalsis is the foundation for all HR activites
Identify necessary skills and job relatedness for recturitment and retention- stop unqualified flood
Determine the relative worth of jobs- compensation for performing job, demands on emp of skill, effort, responsibility
Determine training- finds discrepancies in skills of the employee to skills identifies in the job analysis
Assess relevant job funtions for performance appraisal
Legal basis and defense for managing HR functions
Legal aspects and specifiactions
Job descriptions often are poorly written, are not updated, have non-job related specifications
Uniform guidelines- helps employers w/EEO
Essential job functions- meeting main objective standards of the job
Marginal job fucntions: incidental to main function
ADA and job anayisis impact
ADA requires job descriptions and job specifications adhere to legal mandates of ADA-duties and responsibitleis
Positon exits to perform a function
Perfomacne requires limited number of employees
Function may be spexialixed, needing expertise
Other legislation and JA
FLSA- recognizes employees as exempt and non-exempt based on job analysis
Equal pay act- equal pat for equal work
JD’s can be used to show if jobs are
CIvial rights act
Occupatinla and safe and health
The changing Environment
Appracohes when creating JA
Future-orietned job anayisis
Comepetency based job analysis
Genral job analysis
HR managers looking for broader capabitlties, work in teams
Managerial Implications: without top management support of JA process creates challenges:
Only 1 method of JA may be used- consider a combination of methods
Jobholder and supervisor are excluded from process
Time not allowed for a good analysis process
Low training and motivation creates distorred data
Job design: process of structuring jobs to enhance efficiency and job satiscfation. Process involves changing eliminating, moffying, and enriching duties and tasks to capture talents of employees so they can contribute to the fullest
Job design will ask “will the job be handled by an individual or by a team”
Liceneses: in healthcare, professionals are constrained by which functions they can legally perform
Healthcre specialtion:
Technology and specilzation has led to approx.. 700 differ job categories
Most rapied growth is in new categories
More than 2/3 work in nontraditional allied health or support service postions
Alrenatives to desgn approaches include: job enlargement, rotation, empowerment
Job enlargement: involves changes in the scope of a job to provide greater variety to the employee
Horizontal expansion with the same level of autonomy and responsbilty
Job enrichment adds additional autonomy and responsibility and vertical expansion of duties
“right” employees- for the program with desire for growth
Employee empowerment: allows employees to initiate their own job changes
Defined as “pushing down decision making to those close to the customer”
Org. must be willing to share with workforce info, knowledge, power to act and rewards
Encourages employees to be innovators and managers of their own work
Contol over job functions
For it to work: org must encourage particpate in, innovation, access to infor , accountability
6 types of employee teams or groups
Cross-functional: mix of specialists for a specific objective
Project- design a new service
Self-directed: highly trained individuals
Task force: formed to solve a major problem
Process improvement- improve quality
Virtual- uses technology to link team members
Processes associated with successful teams
Committed to goals
Motivated and energetic team members
Consensus decision making
Shared leadership
Valuing diversity
Accept conflict and positive resolution
Open and honest communication
Why teams fail:
Overly high expectations
Inaapproprtaite compensation
Lack of training
Lack of power
Work schedule redesign: goal- give employees greater control over their time
- Greater flexibility to reduce tardiness and asbsenteeism
- Compressed work week scheme: reduction in the number of workdays while increasing the hours worked per day
Flextime: flexible employye choice
job sharing: two part time
Telecommunting : perfoming work away from the office through the use of technology, reduces costs, improves productivity
Contingent workers: indep. Contracted and on call workers uses as needed, temp. or short team workers
Feb 23
Chapter 5: Recruitment, Selection, and Retention
- Recruitment: goal is to generate a pool of qualified job applicants
- Recruitment: refers to a range of processes to attract qualified individuals in sufficient numbers and timely
- recruitment strategies key questions addresses:
recruit from within, focus, on external applicants
consider alternative approaches to filling jobs, such as outsourcing, flexible staffing, and contingent worker
- focus on applicants with right technical qualifications or fit with the culture of the organization?
Factors that influence job choice:
- Attractiveness of the organization
- Community org is located
- Work climate and culture of the org
- Job workload
- Other job-relatedness
- Understanding the needs and expectations of applicants and employees
what do potential employees look for in a job?
-compensation and opportunities for growth
- people vary in what they consider important
-attitudes and behaviors of recruiter or person of first contact
3 general factors
Characteristics of the org and job
Individual job seeker factors
“fit”
Factors influencing job choice (2)
- employers too seek individuals that they believe will “fit” in the org culture
- org may want to share their values and style
-org engage in “signaling” process to send out messages about their values to attract candidates ex “ a power to heal. A passion for care”
- org promote themselves as good places to work
Characteristics affecting a job choice
- two ways to distinguish reasons for a job choice
- individual characteristics ex… career stage, geographic preferences, family considerations
organizational/vacancy characteristics:
- total compensation and benefits- key element/complex (shift diff, bonuses, skills pay)
- challenge and responsibility- to max out skills
- advancement and professional development-mgnt.
- job security- mergers, downsizing, acquisitions
-geographic location- hiring spouse too
- ex. 5.1 hypothetical job applicants
The Recruitment process:
Importance of a human resources plan (HR plan is foundation)
- specific info about org strategies
- types of individuals required to achieve org goals
- recruitment and hiring approaches
statement of how HR practices support org goals
- those recruiting must have cleat understanding of the job ex. Tasks, knowledge, skills, abilites , qualify
- must involve an examination of external job market factors and recruitment sources (supply of applicants, compensation, benefits, sources like colleges)
information requirments:
- a human resources information system (HRIS) should maintain info useful for recruitment
- skills and knowledhe inventory database (skills, education, training)
- previous job applicants/ previous recruitment efforts
- recruitment source info
- yield rations
- cost
- cost per applicant
- cost per hire
applicant tracking, ex 5.3- gives measures to access effectiveness
Internal vs. External recruiting
Advantages of internal recruitment
improve morale and motivation
easier to assess applicants
may be faster and lower cost
may reinforce employees sense of job security
disadvantages of internal recruitment:
morale problems among those not selected
not right skills
conflict among internal applicants
may require strong training
ripple effects in vacancies
advantages of external recruitment:
brings in new ideas
may be less expensive than training internal applicants
ensures applicants do not have dysfunctional relationships with others in the org
easier to bring into difficult political environments
disadvantages of external recruitment:
applicants may have technical skills but not fit the culture
morale problems among internal applicants not selected
uncertainty about applicant skills compared with internal applicants
recruitment sources
- general rule: obtain as many qualified applicants as possible
- consider returning employees
employee referral- current employees identify promising applicants
- scan key words on resume
Recruiting message
Types of info should be communicated to applicants:
- applicant qualifications- education, exp.
- job basics- title, resp. compensation, location
- application process- deadline, contact
org and dept basics- type of org and dept
realistic job preview: direct statement about the job- practical about job, true picture
Evaluating recruiting success
- quantity of applicants- larger number that meets minimum qualifications
- quality of applicants- approp. Education
- recruitment cost and cost per applicant- how cost effective are recruiting methods
diversity of applicants- rep that diversity of service population
- recruitment time to fill- right candidate, costs, more time right candidate
Employee selection:
Selection is the process of collecting and evualting applicant info to predict success on the job and job performance and many be defined by:
- technical skills and other job requriements (person job fit) = concrete indicators
person- org fit and value congruence include:
- how work is done
- how people are treated
- what behaviros are rewarded
- cooperative vs. competive culture
“Fit in healthcare”
sometimes not possible in hard to fill postions
hire whoever meets minimum qualifcations
warm body approach
hirng without “fit” leads to poor outcomes
avoid “ritual hiring”- well worn hiring practices that don’t predict performance
Selection tools: are procedures or systems used to obtain job related info about job applicants. They vary in relaibilty. Always understand job requirements before choosing tools
- background checks
- sample job tasks
- language proficiency
- physical ability tests
- credit checks
- application form
- simulations
- references
- personal interviews- often the greatest weight in hiring
Reference checks: reasons for poor predictive power:
- low reliability and validity in how obtained
- references typically score people high
- job applicants pre-select the refernces that ensure a positive reference
- usefulness is decreasing because former employeers want to reduce liability
ex 5.6 table 8.1 has gudielines for approp. Use of ref checks
Job interviews: purpose is to obtain info not available from other sources
Are often a great deal of weight, but may lack reliability and validity?
- questions may vary from interviewer to interviewer
--applicants may “fake” answers
- questions may not be related to the job- interviewer fault
- untrained interviwers may ask inapprop. Questions
- hard to predict success but can access suitability
Structure and unstructured interview techniques
- unstructured: in gathering info and evaluating applicants. Open ended questions, subjective and less reliable. Good for screening unsuitable candidates
structured- questions clearly job- related and based on through job anaylsis.
3 types of structured interview questions:
situational,
experienced based
job knowledge
Situational: related to how an applicant may handle a “hypothetical” work scenario
Experienced- based- asks how the candidate previously handled and issue similar to an issue they may encounter on the new job
Job-knowledge: assess the applicant’s knowledge to do the job (predetermined and based on the job description)
Job interviews
Pg 122 1-12
See ex 5.7 fig
Turnover and Retention:
Turnover is expensive, by any measure
Many environmental factors are associated with shortages- pop/ growth, aging pop.
Distinction between turnover and retention:
Turnover rate: is a ration providing a summary of gross movement in and out of the org in a period of time
Retention rate: is the percentage of employees who are employed at the beg of a period and who remain at the end of the period, those that enter and exit the org
Nurse shortages:
- shortage is when demand out paces supply
shortage is expected to last a long time- chronic
aging nurse workforce is key factor
need for better recruiting, selecting, and retaining
Nursing turnover:
- average annual turnover rate for hospitals 20%
- 116,000 hospital nursing postions open at any time
- 90% of nursing homes lack of sufficient nursing staff
turnover rate for nursing personal in nursing homes is 50%
Major reasons for nursing turnover:
- heavy workload
- scheduling not flexible
- lack of intrinsic and extrinsic rewards
- lack of autonomy
- dissatisfying relationships with peers, managers, and colleagues
- no involvement in decision making
- poor working conditions
- inadequate compensation
- lack of job security
- increased stress
Top 5 reasons for poor nurse retention:
Absence of advancement opportunity’s
Stress and burnout due to mandatory overtime
- increased paperwork, unrealistic workloads
- nurse perception of lack of respect and recognitions in the workplace
Turnover adverse effects:
- overall org performance
- quality of nursing care
- reduced operating budgets by millions
estimated costs of one nurse leaving was 42k to 64k
patient care, financial, staff morale, continuity of care, communication between workers and teams
Retention strategies:
- competitive compensation (bonuses, premium, diff)
- structure jobs so that they are more appealing and satisfying
put in place a strong management and supervisory team
create opportunities for career growth, including ladders and alternatives to promotion
reduce patient- nurse ratios
- view retention as an essential HR strategy, just like compensation, training and recruiting
- develop a “culture of retention” people want to stay
caring, authentic connections
healthcare advisory boards (HCAB) created 5 effective retention strategies:
- selecting the right employees
- improving on boarding
- monitor turnover to discover specific root causes and depts.
- develop ways to retain valued employees
International recruitment and migration
- international workers can address shoratges
in US 25% of physicans are foreign born an dedicated
push factors- low pay, politcs, poor working conditons- motivate to leave home country
pull factors- better job, training, higher wages- cause to choose particular receiving country
quiz chap 1-5 topics use book
HR staffing volumes
7 HR themes Piffer
roles of nurses
shortage of nurses
alternative dispute resolution ADR
sexual harassment
job specifactions
job design
job fit
interview questions inappr and approp
international work force
3/9/17
Chapter 6: Organizational Development and Training
learning goals related to strategic goals
OD vs. training
Employee socialization and performance
Future of OD and planning
Functions of org development
OD can help an org achieve balance in the face of change to ensure that it continues to meet its goals
Primary function: to increase an org effectiveness through planned interventions to the org processes
Interventions: are a series of activities and events designed to help and org become more productive pg 139
Results of OD:
Improved productivity
Increased return on investment
Increased employee satisfaction
OD and training:
Training is a large part of what OD dept does
It is a strategic tool for org success
Training points out the ills and what’s working using employees as the measurement
OD dept gauges the human side of org
OD dept activities are focused on training
Gather employee feedback to fill gaps in performance, knowledge, service, safety
Help meet org./needs improved systems
Health care personnel have required training per year
OD objectives:
Increase interpersonal trust
Increase satisfaction and commitment
Confront problems
Manage conflict
Improve problem solving
OD services:
Onboarding
Leader development
Professional development
Engagement
Coaching
Performance improvement
Cultural change
Team development
Succession planning
Alignment of learning
Instructional design
Learning systems
Learning technology
Enhance employee engagement
Employee engagement
52% of full-time US employees are not engaged
engagement is related to employee performance (strengths)
-quality is improved, identify training needs
org should look at strategies to enhance engagement
ultimate goal is to improve performance
Performance improvement
To meet org goals
Performance improvement helps to meet regulatory requirements and JCAHO
Being in compliance helps patient care and safety
Helps org deal with change
Change Management:
Compelling case- always occurring
Involvement- buy senior management
Project management- projects change
Resistance management- to change
Communication and celebration of change
Cultural integration-should be part of the process/culture of change acceptance
Succession planning is part of the change too
Succession Planning
Process of developing potential successors for critical postions so org. can succeed (p.150)
Review mission, goals, and obejectives
Identify critical postitons now and future
Identify potential successors, keep a list, bench
Provide professional development to support succession planning
Review and update plan as changes and vacancies occur based on organizational objectives
Traning Design Process for Org Devlopment
Training is ctirical strategic tool in OD- QA reports, technology point toward training needed. ADDIE and ISD training design process overview pg 141 is a system approach to address how, when, what, why , where, who of training. Also evualte traing intiataive compatibility and profeciinge in workplace
ADDIE-
ANalyis- needs assesement is the heart of this phase, get direct feedback from employees 143
Design: define objectives, determine methods, define training, time lines, outline, helps to answer “whats in it for me” keeps employee engaged
Development: develop lesion plans, curriculum, learning outcomes, dry run for feedback
Implementation: roll out occurs and data is collected for revisions in future, get participant feedback
Evaluation: interpret results, objectives met. Decided if pretest and posttest to gauge results of training are needed- use a scale or simple yes or no answers
Training delivery methods
New Formats:
Methods: OFF the job
In class
E- learning
Online synchronous
Online asynchronous
Self-paced DVD
Mobile learning
Webinars
Video conferencing
Methods: OFF the job
Lectures
Role playing- teaches, feedback,
Case studies
Group discussion- effective small groups
Simulation- departments
On the job
Shadowing-meetings, etc
Coaching-feedback
Employee Socialization
The importance of orientation
Formulate expectations for the org-fit
Answer any employee centered questions
Explain workplace expectations, policies, and practices, structure
Orientation Logistics: “eating the apple” method- breaking up orientation over several weeks. Get new hire on floor used more in healthcare.
OD trends:
Acceleration of employee learning/increased value
Capitalizing on development of knowledge and skills
Greater use of electronic media (e-learning) mobile (m-learning)
MP3 and PDA’s
Development of complex/soft skill training is still dependent on human interaction- face to face training for team building, conflict resolution, coaching, giving feedback
Customer service training
Ethics training
Chapter 7: Performance Management
All of the org activites related to individual performance and improvement involved in managing employees
Can provide insight into effectiveness of other human resources management functions of selection, compensation, supervision, and training
Are our employee selection procedures selecting the right people
Are our training programs showing improvement in individual performance
Is our compensation system rewarding the right behaviors
Performance management: is emphazided in Joint COmmison requirements- asses, track, improve competence
Tools and practices for setting performance goals, strategies, moniring, achieving, feedback, coaching, and measuring performance through data
Performance appraisal is used to describe this process
“you can manage what you cant measure”
PM has a reputation for being poorly implemented
Ex 7.1
Managers want employees who are motivated/productive
Challenges in Performance Management:
Employee motivation and performance are complex, phenoma, many factors are outside of the managers control
Managerial interventions, such as incentive compensation systems, may be diffciult to implement, and results are not guarneteed. Healthcare low margins.limited rewards
Employee performance is diffuclt to measure in a realiable and valid manner. Job specific, sales easy yo measure
Performance management is often viewed as punitive, condescending, and threatning. Perception only for lower level employees, Should not be demeaning.
Key management responsibilities in PM
Don’t just focus on the annual review/ on- going function
Setting specific performance goals with employee and ensuing mutual understanding of these goals
Developing performance criteria and communicating these to the employee
Establishing employee development plans
Monitoring and measuring employee progress
Providing continual feedback and coaching
Evaluating performance, conducting periodic performance reviews, modifying development plan as needed
Performance review discussion
Give employee opportunity to discuss performance
Address employee strengths and weaknesses
Identify and recommend strategies for improving performance
Discuss personnel decisions, compensation, promotion, termination
Regulatory requirements that deal with performance
Purpose is both developmental and administrative
Developing Apprasiel Criteria
Clear job expectations/performance/ JD/ job related
Criteria should have strategic relevance to the org- ties in to orgziznational goals
If patient satidacftion is important, then criteria associated with patient relations are appropriate
Should be comphensive and include the full range of employee;s work fucntions per the JD
Criteria deficiency: criteria focus on a single criteraiton to the exclusion of other important of other important criteria
Criterion contaimination: criteria inclue factors outside of the employees contril
Should be vaild and reliable
Job Performance Data Collection:
Self apparaisel is usually done in conjuction with manager’s appraisel. Done for development and admin.
Subordinate appraisel may identify a mangers “blind spots” that can help improve managers performance
Team based appraisel sends a message about the value placed on teamwork, team members agree on behavior
Multisource apparaisal, also known as 360 degree appraisel, acknowldedges that, for many jobs, a single source of performance info is inadequate, includes manager, peers, subordinates, clients
Mulitisource appraisel advantages:
Emphasis is on aspects of performance valued by org
Recognition of the importance of customer focus
Consistent with team development initivatives
Contributor to employee involvement
Types of performance info obtained in performance appraisels
Individual traits, such as aptitude and interpersonal abilities
Behavirors, such as teamwork ability, cutomer service skills (very important)
Results or outcomes that are measurable products such as fincical and patient satiscations goals
Competencies refer to core capbailties
- compenetcy assessment sifts the level of anaylisis form the job
Collecting performance information/methods
Graphic rating scales use points along a contimum to measure traits or beahviros, most common used
Strengths: easy to construct and use
Drawbacks: not all criteria may be relevant to the job or org; items may be too general, little info on how to improve, now weight to behaviors
Ranking, where employees are simply listed from best to worst
STregngths: may be used for administrative decisions, such as promtions and layoffs, forces mangers to distinguish between employees
Weakenesss: may not take into account complexity of work, is cumbersome with many employees, does not indicate differences in performance levels, offers no guidance
Forced or stack ranking is a cotnriversl method, where managers are forced to distribute their employees into perfomacne levels by comparison to others.
Behaviroal anchored rating scales BARS use a graphic rating scale format but include specific behavioral despcriptions for performance levels. Also has 4 dimensions: leadership, communication, delivey of results, teamwork
Strenghts: good for large number of employees w/same job
Manager can explain the reasons behind ratings and expectations for improvement
Reduces rating errors
Clearly defines response to employees
Minimizes employee defendivness
Improves manegers ability to identify areas for training and development
Weakeness: time and effort required for development
Behavioral observation scales )BOS) are a BARS
Crticial indicent approach involves keeping a record of favorable and unfavorable behaviros
Strenghts: provides a factual record of employee perfomnce, useful for discussions with employee
Weaknesses: mangers required to continlsuty monior and record incidents which is not always possible but could use with 360 to help with this if obsrvaed by others
Results based evauatlion syatems, MBO
Stenghts;
MBO premise
Org defines its strateigic goals for a year
These goals are communicated throughout org
Employees goals are defined based on the org goals
Must be supported by senior management
Most commonly used for senior management
The Cycnism about performance management
Aspects of the PM are distasteful, subjective, and uncomfortable
Mangers often not at ease discussing concerns with employees
Employees resent paternalism and condension often in discussions
Performance appraises traditionally have been punitive in nature, emotional due to tied to compensation
“Rating errors” distortions in performance appraisal ratings
Distributional: tendency for some raters to use only a small part of a rating sacle 1-5 lenient, central
Halo effect:: rate employees high or low on all criteria without distingusing among criteria
Personal bias: like or dislike
Similar to me bias: tencency of some evualtors to judge those who are similar to them more highly than others- race or age group
Contrast effect: raters use comparisons with others rather than objective criteria
Reasons managers inflate or deflate performance appraisals (ex 7.6)
SMART goals for achieving performance improvement/ set effective goals
Specific goals
Measurable goals
Achievable goals
Relevant goals
Time bound goals
Effective Performance Management Interviews (10 techniques)
Provide feedback on an ongoing basis
Evailuate how frequently a formal performance interview is necessary
Prpare for the performance appraisel
Use multiple sourices of info
Encourage employee paricpation
Focus on the future and problem solving
Focus on beahvio and results, not personal traits
Reinfornce positive performance
Ensure that performance manegament has senior manger support
Plan follow up activites as needed and pay attention to outcomes
