Health Human Resources Management PDF

Health Human Resources Management  Define HRM Why is HRM Important in Healthcare? Megatrends in HRM Functions of HRM: Outline  Planning  Recruitment and selection  Compensation and Benefits  Training a...

Health Human Resources Management  Define HRM Why is HRM Important in Healthcare? Megatrends in HRM Functions of HRM: Outline  Planning  Recruitment and selection  Compensation and Benefits  Training and development  Performance Evaluation  Retention  Labor relations  Management has been defined as the process of getting things done through and with people What is Manageme nt  All planned and controlled activities of an organization to build and maintain the relation between employees and the What is organization in order to Human meet both business objectives and Resources employee expectations Manageme nt   The service provided is on the person seeking assistance  Healthcare industry is Labor Why is Intensive; 400 different job titles HRM in  Technology of patient care health generates a high level of stress and actual or perceived important uncertainty in solving patient ? problems  Increase of competition among hospitals, insurance companies, and physician groups Why is HRM in health important? Health Care Careers are divided into five pathways: Therapeutic Services: physicians, dentists, nurses, pharmacists, psychologists, physiotherapists, etc… Health Diagnostic Services: radiologists, Care pathologists, virologists, forensics, audiologists, opticians, … Industry Support Services: nursing aids, home Occupatio health aids, cleaning services workers, ns laundry services workers, receptionists, sterilization unit workers, safety officers, admissions, etc… Health Informatics Biotechnology Research and Development Which Megatren ds Determine Future Challenge s in healthcar e?   Human resources planning  Recruitment and selection  Orientation Functio  Compensation and Benefits ns of an  Performance Evaluation HRM  Training and development Office  Retention  Labor relations B. Fried and J. Johnson, “Human Resources in Healthcare”, Chapter 1, Health Administration press, 2002   Is the process of systematically reviewing  Human resources requirements to Human ensure that the required number of Resources employees with the required skills Planning are available when they are needed.  Wage determination through job evaluation  Job Analysis It is the scientific determination of the actual nature of the job Human (position) Resourc  Tasks es  Responsibilities Planning and the required qualifications to perform it  Skills  Knowledge Methods  Questionnaires completed by the employees and then checked by to supervisor Conduct a  Interviews Job  Personal observation by a job analyst Analysis Note : I recommend that you watch the movie “Up in the Air”   Selection and placement Job Analysis is  Performance evaluation a  Training requireme  Labor relations nt for:  Compensation Job Analysis Process B. Fried and J. Johnson, “Human Resources in Healthcare”, Chapter 5, Health Administration press, 2002   Is the process of attracting individuals on timely basis, in sufficient numbers, and with appropriate qualifications, and encouraging them to apply for jobs within an organization RECRUITME  The goal of recruitment is to NT generate a pool of qualified job applicants.  Internally  Promotion From Within Recruitme nt Sources Externally  Educational Institutions From where?  Competitors  Unemployed, older individuals and others   Advertising  Government Employment Methods agencies for  Recruiters External  Special Events Recruitme  Internships nt  Executive Search Firms  Professional Associations, Employee How? referrals, Internet , Recruitment databases & automated applicant tracking systems B. Fried and J. Johnson, “Human Resources in Healthcare”, Chapter 6, Health Administration press, 2002   Individual characteristics are personal considerations that influence a person’s job decision. Factors  Organizational characteristics, That are factors related with the Influence organization as a whole, as well Job Choice as specific job-related factors, particularly total compensation, advancement opportunities, job security, and geographic location  Screening: selecting the right candidate for the job. 1st Screening: Application forms Interview SELECTIO Ability and fitness for the job N tests PROCESS Reference Checks After selection: Physical examinations Induction & Orientation  Performance appraisal is defined as, a continuing process that includes: Setting performance objectives with staff PERFORMAN  Monitoring employees’ CE improvement toward their goals EVALUATION Planning improvement strategies with employees  Providing ongoing feedback and coaching  Job Expectations Goal Setting (Analysis) Performan ce Examine work performed Evaluation process Discuss results with employees  Connected with all other human Scope of resources management Performan functions ce A continuing process that is not Managem limited to the “annual review” ent A relevant process for employees at all levels  When employee performance is improved, organizational performance is improved Performan Positive ce discrimination/differentiation = Appraisal determine inadequate and adequate performance Reward Objectiv es Development = Continuing Education; training Feedback = communication of accomplishments and deficiencies for improvement   Traits What to  Behavior Evaluate  Task outcomes   Supervisor appraisal Performa  Self-appraisal nce appraisal  Subordinate appraisal approach  Peer appraisal es  Team appraisals  360-degree appraisal (multi-rater assessment)   Checklist (yes or no answer)  Rating scales (Rating on various traits and behaviors: ambition, Performan character, cooperation, ce responsibility, attendance….) Evaluation  Employee comparison method (Ranking) Types  Critical incident: reporting of unusually favorable or unfavorable occurrences  Goal setting (Management by objectives)   Graphic Rating Scale  Behavioral Anchored Rating Scale Formats of (BARS): description of different Rating levels of performance Scales  Behavioral Observation Scales (BOS): identify highly desirable behaviors B. Fried and J. Johnson, “Human Resources in Healthcare”, Chapter 7, Health Administration press, 2002 B. Fried and J. Johnson, “Human Resources in Healthcare”, Chapter 7, Health Administration press, 2002 B. Fried and J. Johnson, “Human Resources in Healthcare”, Chapter 7, Health Administration press, 2002 Goal setting example  Benefits Gives staff the chance to discuss performance and performance standards Speaks employee strengths and The weaknesses Performan Identifies strategies for improving ce Review staff performance Delivers an opportunity to talk over personnel decisions, such as compensation, promotion, training, and termination Provides an opportunity to discuss regulatory requirements and compliance issues  Ground rules Use multiple sources of information Encourage employee participation Focus on future performance and problem solving The Focus on behavior and results, not Performan personal traits ce Review Reinforce positive performance Plan and implement follow-up activities SMART goals: specific, measurable, achievable, relevant, and time- bound   Labor turnover can be reduced TRAINING &  Promotion of employees DEVELOPME  Better job satisfaction NT  Break-in time reduced for new employee RETENTIO N  Provide training and development/ opportunities for professional growth / Internal promotion Adequate compensation and Retention benefits: Appropriate compensation for Methods each position = Job analysis Take into account equity throughout the organization Benefits include: paid vacation, sick leave, maternal leave, holidays, health insurance, retirement benefits etc…  Human performance management = Monitoring of work efficiency and progress, linked with appropriate scheduling and staffing, and Recognition Retention Employee assistance programs: Counseling, family issues, severe Methods illness, financial problems, other (ct’d) emergencies… Employee suggestion programs Allowing room for employees to suggest improvements in their work environments Access to Management and communication   Competitive compensation  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 career ladders and Retention alternatives to promotion Strategie  Improve hiring and onboarding processes s  S— See the priorities and pick out the critical issues and goals that need to be addressed. U— Understand the needs of the employee from their frame of reference. Learn and practice the Success Touch that is The treating others not as you want to be treated, rather as they want to be SUCCESS treated. Mnemonic C— Create the programs and services that Model are needed for staff to perceive they are of value and importance. C— Concentrate on what is working, and reflect and learn why it is. Then continue to extrapolate the Hows in regard to employee motivation. Awareness of how to help employees choose to be motivated is important.  E— Evaluate if both the employees and upper management are working for a common goal. The SUCCESS S— Study the learning from the above steps and learn what can be done to enhance the Mnemonic workplace. Model (ct’d) S— Set the task to continue to look for feedback. Support the staff and transfer what is learned so that there is a reduction in the same mistakes being made, so that it does not work against staff morale or motivation. Source: Howatt HR Consulting   Fried, Bruce, and Myron D. Fottler. Fundamentals of Human Resources in Healthcare. Health Administration Press, 2014.  Shi, Leiyu. Managing Human Resources in Reference Health Care Organizations. Jones and Bartlett Publishers, 2007. s  Borman, W. C. (1991). Job behavior, performance, and effectiveness. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (pp. 271-326). Palo Alto, CA: Consulting Psychologists Press.