Imagine! Healthcare

Group Final ProjectPamela Bierbaum, Amber France, Jill Marshall, Sandra Pena, and Glenn RheesDr. Hollie Pavlica, DrPHMPH 458 Human Resources in Healthcare

Imagine! Healthcare

• Women’s Health– OB/GYN– Nurse-Midwives– Doula Services– Breastfeeding Services– Other support services

Services

• Private non-profit• 12 Labor and delivery rooms• 40 Mother and baby rooms• Natural birthing• 450 full time employees

Dedicated to Women’s Health

Imagine! Healthcare

Who’s Who

Executive Director

Chief Operating Officer

Legal

Medical Records

Social Services

Risk Management

Human Resources

Labor, Relations

Training

Benefits

Chief Nursing Officer

Charge Nurses

Nursing

Nursing Assistants

Quality Assurance

Chief Financial Officer

Facilities and Maintenance

Business Operations

Chief Medical Officer

Credentialing and Privileging

Physicians

Outreach

Stakeholder Relations

Volunteer Services

Human Resources

Internal Assessments

Organizational Mission

Environmental Assessment

Organizational Strategy

HR Strategy Formulation HR Strategy

Implementation

Formulation of Other Functional Strategies

Implementation of other FunctionalStrategies

HR Outcomes

Organizational Outcomes

• Equal Employment Opportunity– Equal Assess– Prohibits sex-based wage discrimination

Legal and Ethical Issues in the Workplace

• Diversity– Positive work composition– Attract diverse groups– Accommodations

Legal and Ethical Issues in the Workplace

• Disabilities– Prohibition of Discrimination– Equal Opportunity– Reasonable Accommodations

Legal and Ethical Issues in the Workplace

• Sexual harassment– Questions– HR Contact

• HR Director: Judy Blue, 867-5309

Legal and Ethical Issues in the Workplace

• Definition– Principles– Values– Good– Proper– Honest– Decent

Ethics and Imagine! Healthcare

• Code of Ethics– Safe– Respect– Confidential– Professional– Trustworthy– Compassionate– Respectful

Ethics and Imagine! Healthcare

• Quality Assurance Nurse– Job Description

• Evaluate service delivery• Gather and analyze data• Identify trends and errors• Develop reports• Monitor compliance and performance improvement• Make recommendations• Provide Training

RecruitmentSample Job Description

• Essential Job Functions• Monitoring • Tracking and trending• Planning• Coordinating• Communicating• Improvement strategies• Quarterly reports• Performance improvement

RecruitmentSample Job Description

• Education and Licensure Requirements• BSN • Registered Nurse

RecruitmentSample Job Description

• Importance of Training• Agency Mission• Internal Policies & Procedures• Employee Benefits• Compensation• What you can expect from Imagine!

New Employee Orientation

Training Requirements and New Employee Orientation

Imagine! Healthcare

Week 1

MondayMorning: New Employee Orientation Afternoon: Meet with your Supervisor

TuesdayMorning: Health and Safety Afternoon: Environment of Care

Wednesday Morning: Infection Control Afternoon: Bloodborne Pathogens

Thursday Morning: Lifting, Body Mechanics, and Back Safety Afternoon: Disaster Preparedness and Fire Prevention

FridayMorning: Patent Safety and Error ReportingAfternoon: Quality Improvement

Imagine! Healthcare

Training Requirements and New Employee Orientation

Logo

Week 2

MondayMorning: Zero Tolerance PolicyAfternoon: Incident Reporting

TuesdayMorning: HIPAAAfternoon: Unions

Wednesday All Day Cultural Competence

Thursday Morning: Maintaining a safe workplaceAfternoon: Documentation

FridayAll Day: Defensive Driving

• Helps everyone involved to work to the full potential of the organization.

Performance Management

• Purpose• Establish performance goals related to

organizational goals• Make expectations clear and realistic• Monitor progress of established goals• To assist with strategies to fulfill progress• Continue job improvement• Provide meaningful feedback• Provide coaching opportunities and educational

training

Performance Management

• Ongoing management is a coordinated effort which assists the organization with – reforming or updating job expectations– creating criteria for future recruitment for the

position – identifying the tools necessary for continuing

training or development – proving a fair and consistent process for

compensation

Performance Management

• Include: • long and in-depth responses• transparency• clarification and defining of objectives• motivational techniques• training needs and educational desires• strength identification• team role applications• communication and relationship development• conflict resolution and counseling• reinforcement of organizational goals and philosophies• feedback

Proper Management Appraisals

Sample Performance Appraisal

Trait / Skill

Training Required (1)

Acceptable(3)

Exemplary(5)

Justification

1. Initiates tasks independently

2. Completes work accurately and on time

3. Adapts schedule to meet the changing needs of the patient population

4. Interacts with patients, co-workers, subordinates, and supervisors professionally and according to the mission of Imagine! Healthcare

5. Identifies barriers to work and makes recommendations as needed

6. Works independently with some oversight and direction

7. Communicates with other departments, and participates as an active member on assigned teams

Performance (SMART) Goals: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Employee Retention

REFERENCESBauer, T.N. (2010). Onboarding New Employees: Maximizing Success. SHRM. Retrieved from https://www.shrm.org/about/foundation/products/Documents/Onboarding%20EPG-%20FINAL.pdf

Berkley HR. (2014). New Employee Orientation. Retrieved from http://hrweb.berkeley.edu/guides/managing-hr/recruiting-staff/new-employee

Fallon Jr, L. F., & McConnell, C. R. (2007). Human resource management inhealth care: Principles and practice. Sudbury, MA: Jones & Bartlett Learning. Chapter 10

Fried, B., & Fottler, M. D. (2011). Fundamentals of human resources in healthcare. Chicago: Health Administration Press

New Mexico Department of Health (NMDOH) (2011).Code of Conduct.

PERA. (2010). Member Handbook. Retrieved from http://www.torcnm.org/downloads/PERA%20Member%20Handbook.pdf

Presbyterian Healthcare (PHC). (2014). Doctors and Services. Retrieved from https://www.phs.org/doctors-services/services-centers/Pages/default.aspx

REFERENCES

Richards, L. (2014). What are the Benefits of New Employee Orientation Programs. Houston Chronicle. Retrieved from:

http://smallbusiness.chron.com/benefits- new-employee-orientation-programs-1281.html

San Francisco General Hospital and Trauma Center (SFGH). (2009). New Employee Orientation Handbook. Department of Education and Training.

Sharp Healthcare (2014). Mission, Vision, and Values. Retrieved from http://www.sharp.com/choose-sharp/mission-vision-values.cfm

State Personnel Office (SPO). (2010). Employee Benefits Manual.

University of California. (2014). New Employee Orientation. Retrieved from http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-5-new-employee-orientationUniversity of Utah (Utah). (2014). Hospitals and Clinics. Retrieved from http://healthcare.utah.edu/hospital/administration/orgchart.pdf