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Healthcare Human Resource Management Flynn Mathis Jackson Langan. Healthcare HR Competencies, Structures, and Quality Standards. Chapter 2. PowerPoint Presentation by Tonya L. Elliott, PHR. Learning Objectives.

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Healthcare human resource management flynn mathis jackson langan

Healthcare Human Resource ManagementFlynn Mathis Jackson Langan

Healthcare HR Competencies,

Structures, and Quality Standards

Chapter 2

PowerPoint Presentation by

Tonya L. Elliott, PHR


Learning objectives
Learning Objectives

After you have read this chapter, you should be able to:

  • Define the competencies required for healthcare HR professionals

  • Describe the importance of attaining HR management credentials

  • Explain the relationship between the type of healthcare organization and the level of senior HR position

  • Discuss how the healthcare industry compares to other industries on HR staffing and expenditures

  • Explain the importance of HR programs to the delivery of safe, competent healthcare


Healthcare hr management competencies
Healthcare HR Management Competencies

Competence is…

More than a list of skills… it encompasses how healthcare HR professionals define their work

HR professionals must view their work in a broader, more strategic sense.



Emotional intelligence a core competency
Emotional Intelligence – A Core Competency

Emotional Intelligence…

Proficiencies in intrapersonal and interpersonal skills in the areas of self-awareness, self-regulation, self-motivation, social awareness, and social skills.


Strategic hr thinking
Strategic HR Thinking

HR professionals go beyond the operational and administrative roles and contribute strategically by:

  • Identifying employee issues and educating leaders on these issues for them to use in strategic planning

  • Applying HR theory and knowledge to affect organizational results

  • Creating long-range (ten years out) agendas that do not focus on only the present

  • Identifying, promoting, and rewarding organizational change and problem solving


Healthcare human resource management flynn mathis jackson langan

Human Resource Certification Institute

Certification Levels

Designation

Professional in Human Resources (PHR)

  • 2 to 4 years exempt-level HR work experience

  • HR experience has focused on HR program implementation with a tactical and logistical orientation

Designation

Senior Professional in Human Resources (PHR)

  • 6 to 8 years exempt-level HR work experience

  • Experience includes ultimate responsibility in a HR department



Healthcare human resource management flynn mathis jackson langan

Measuring Healthcare HR Management

Two useful ways to measure HR:

Staffing Ratios

Median ratio of HR staff to total headcount:

All Industries: 1.0 HR staff member per 100 employees

Healthcare Industry: 0.7 HR staff member per 100 employees

Budget Expenditures

Median HR budget expenditure per employee:

All Industries: $813.00

Healthcare Industry: $636.00


Healthcare human resource management flynn mathis jackson langan

HR Metrics

Function Measures

  • The efficiency and effectiveness of the HR function

  • Operational Measures

    • Productivity and profitability in management & HR activities, including revenue per employee

  • Strategic Measures

    • Future oriented and part of the organizational planning



Healthcare human resource management flynn mathis jackson langan

The provided HR ratios and measures for assessment are only useful when used in comparison to other data.

Comparison methodologyincludes:

Internal data can be compared by:

Time (monthly, quarterly, or annually)

Department to department or to total organization

Position

External data can be compared across groups by:

Industry (total healthcare)

Industry segment (nursing homes, community hospitals, clinics)

Position group (professionals, managers, etc.)

Use of HR Ratios and Measures for Assessment


Healthcare human resource management flynn mathis jackson langan

Quality Care and HR Management useful when used in comparison to other data.

Several processes are in place to ensure competent and safe healthcare for consumers:

  • Governmental oversight

  • Local, county, and state health departments

  • Independent agencies

  • Quality review organizations (i.e. JCAHO)

    In addition, healthcare organizations have the need to seek a competitive position, which requires a competent workforce.


Healthcare human resource management flynn mathis jackson langan

Joint Commission on Accreditation of Healthcare Organizations

The dominant quality review

organization in the United States

JCAHO is a quality accreditation organization whose members subscribe to a standard-based review process to ensure that the consumers of healthcare are receiving consistent levels of safe, quality care.

JCAHO


Healthcare human resource management flynn mathis jackson langan

JCAHO Process Organizations

  • Standards for 11 hospital functions or performance areas

  • Surveys healthcare organizations every 3 years

  • Satisfactory survey results guarantee accreditation

  • Recommendations given for areas of improvement

  • Accreditation status critically reviewed by insurance companies, business and industry, healthcare watchdog groups, and individual consumers of healthcare


Healthcare human resource management flynn mathis jackson langan

JCAHO and Management of Human Resources Organizations

Great emphasis placed on HR standards

JCAHO’s statement of HR management:

The broad goals of the HR function are to identify and provide the right numbers of competent staff to meet the needs of the patients, clients, or residents served by the healthcare provider.

These are supported by 4 major processes.

…….


Healthcare human resource management flynn mathis jackson langan

4 Major Processes of the HR Function Organizations

  • Planning

  • Providing Competent Staff

  • Assessing, Maintaining, and Improving Staff Competence

  • Promoting Self-Development and Learning


Healthcare human resource management flynn mathis jackson langan

Healthcare Leadership Responsibilities and HR Standards Organizations

Define qualifications,

competencies, and

staffing to meet the

mission

Figure 2-8

Promoting self-

development

and learning

Assess, maintain,

and improve staff

competence

Organizational

Mission

Provide competent

staff members to meet

the mission


Healthcare human resource management flynn mathis jackson langan

JCAHO - HR Standards Organizations

Examples of guiding principles for HR policies and practices:

  • Staff qualifications and performance expectations defined

  • Adequate number of appropriately qualified staff

  • Screening indicators to assess staffing effectiveness

  • Relationship between screening outcomes and HR screening indicators

  • Staff competence continually assessed, maintained, and improved

  • Staff development needs and continuing education

  • Orientation process

  • Analysis of competence patterns and trends

  • Performance evaluations & staff surveys


Healthcare human resource management flynn mathis jackson langan

JCAHO – Leadership Standards Organizations

Examples of guiding principles for leadership:

  • Appropriately orientated and educated staff

  • Educational needs are aligned with patient needs and organizational mission

  • Responsible budget planning

  • Staffing and retention plans are in place

  • Competent and qualified staff

  • Performance Improvement – a key requirement of JCAHO standards

  • Safety and risk reduction plans and processes