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Training & Development at FAMC. Job Description Job Description Annual Skills Validation of Critical Competencies Annual Skills Validation of Critical.

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Presentation on theme: "Training & Development at FAMC. Job Description Job Description Annual Skills Validation of Critical Competencies Annual Skills Validation of Critical."— Presentation transcript:

1 Training & Development at FAMC

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3 Job Description Job Description Annual Skills Validation of Critical Competencies Annual Skills Validation of Critical Competencies Performance Appraisal Performance Appraisal Orientation & Core Skills Validation Orientation & Core Skills Validation Job Requirements Job Requirements Components of Performance Management HR can assist you with each of these topics Components of Performance Management HR can assist you with each of these topics

4 Pathway To Insure Competency Focus: Based on actual job expectations and follows established criteria Focus: Based on actual job expectations and follows established criteria Focus: Verification that employee maintains all such requirements as delineated in job description Focus: Verification that employee maintains all such requirements as delineated in job description Focus: Based on competencies and accountabilities identified in job description Focus: Based on competencies and accountabilities identified in job description Focus: Core skills required by employee to perform job responsibilities to FAMC standards Focus: Core skills required by employee to perform job responsibilities to FAMC standards Focus: High risk, problem-prone skills required of employee to successfully perform job responsibilities Focus: High risk, problem-prone skills required of employee to successfully perform job responsibilities Focus: Is based on needs identified through performance assessment, trending data, & mandatory requirements Focus: Is based on needs identified through performance assessment, trending data, & mandatory requirements Job Description Licensure, credentialing, and certification Licensure, credentialing, and certification Performance Appraisal Core Competency Assessment Core Competency Assessment Annual Skills Validation Annual Skills Validation Training

5 Criteria for Job Descriptions/Performance Appraisals Heading with a job title, FLSA status, job number, organizational information, and date of last revision Heading with a job title, FLSA status, job number, organizational information, and date of last revision A dated statement signed by the employee that he has read & understands the job description and the expectations of his job A dated statement signed by the employee that he has read & understands the job description and the expectations of his job A brief position summary Knowledge, skills, & abilities necessary to meet performance expectations which are based on identified customer populations Knowledge, skills, & abilities necessary to meet performance expectations which are based on identified customer populations Required working conditions identified to address ADA issues Required working conditions identified to address ADA issues Competencies required to successfully perform the responsibilities of the job Competencies required to successfully perform the responsibilities of the job Accountabilities and behaviors that reflect FAMC mission and values and which are expected of all employees Accountabilities and behaviors that reflect FAMC mission and values and which are expected of all employees Key components to include in Job Descriptions/ Performance Appraisals

6 Blitz: Annual Review Mandatory Training/Review by accrediting or regulatory agencies –Topics predetermined such as Fire Safety, Harassment, etc. Critical Competencies identified by –Committees: Safety, Injury Prevention, etc. –Departments: Meets specific criteria as follows –YOU!

7 Hierarchy Tool to Measure Competency Training Needs Critical Processes (fall in all 4 categories) Extremely Important Processes (fall in 3 of 4 categories) Very Important Processes (fall in 2 of 4 categories) Important Processes (fall in 1 of categories) Categories High volume High risk Problem prone High cost (Katz,Green, 1992) Lifting & Moving

8 Criteria To Identify Critical Competencies Is it a high risk skill that staff have indicated a level of discomfort in performing? Is it a high risk skill that staff have indicated a level of discomfort in performing? Is it a high risk skill that is not performed frequently enough that an adequate level of competency can be assured? Is it a high risk skill that is not performed frequently enough that an adequate level of competency can be assured? Is it a high risk skill that has been identified as problem- prone through incidents, errors, complaints, etc? Is it a high risk skill that has been identified as problem- prone through incidents, errors, complaints, etc? If yes, validate at Annual Skills Training High Risk Low Volume High Risk Problem Prone High Risk Staff Uncomfortable

9 Documentation Job Application & References Signed, current Job Description/ Performance Appraisals Hospital-WideOrientation Checklist Salary Information Copy of current License Disciplinary Actions Job Application & References Signed, current Job Description/ Performance Appraisals Hospital-WideOrientation Checklist Salary Information Copy of current License Disciplinary Actions BLS/CPR Certification Records Copy of Job Description Copy of Performance Appraisal Unit Specific Orientation Checklist (New Employees or Veteran Staff who have New Duties) Validation Tools on Basic Core Skills & Annual Assessment of Critical Skills Documentation that demonstrates that any deficiencies have been addressed Training Files on all Training done in the Department (including how the need was identified, methodology, program outline & objectives, and copies of teaching aids) BLS/CPR Certification Records Copy of Job Description Copy of Performance Appraisal Unit Specific Orientation Checklist (New Employees or Veteran Staff who have New Duties) Validation Tools on Basic Core Skills & Annual Assessment of Critical Skills Documentation that demonstrates that any deficiencies have been addressed Training Files on all Training done in the Department (including how the need was identified, methodology, program outline & objectives, and copies of teaching aids) Blitz Compliance Records Continuing Education Rosters Training Files on all Training that is not department-specific Moving to Swank Blitz Compliance Records Continuing Education Rosters Training Files on all Training that is not department-specific Moving to Swank Where should documentation be maintained? Where should documentation be maintained? Human Resources Training & Development Training & Development Department

10 Measuring Job Performance Performance Appraisal Identify & measure key competencies or responsibilities from job description Identify & rate behaviors that demonstrate FAMC values Help employee identify & build on strengths Develop an action plan together to improve performance What are FAMCs 10 Values? If you have to rate them…and if you have to be rated on them….you should know them! 1.Service 2.Compassion 3.Integrity 4.Communication 5.Leadership 6.Flexibility 7.Teamwork 8.Commitment 9.Efficiency 10.Creativity & Innovation

11 PEOPLE LEADERSHIP PROCESS Support Workforce Flexibility Have Fun in the Workplace Select the Right People Build Relationships Promote Efficiency Promote Accountability through the Use of Tools Establish Fair Policies Communicate Live Your Core Values Ensure Quality Staffing Effectiveness Top Ten Keys to Building a Productive Workforce

12 Support Workforce Flexibility Leverage the skills staff have Offer job enhancement Challenge traditional roles Be flexible about volume changes Balance staff needs –Four-hour shifts, seasonal shifts, shift bidding Manage staffing shortages Curse of the Vanishing Employees Video addresses these issues People

13 Have Fun in the Workplace Laughter is good medicine Acknowledge that people are more than employees Create an environment that fosters creativity Celebrate Reward and recognize –Know what it means –Goals and incentives –The small things are important –Everyone should participate –Offer education People

14 Live Your Core Values Do you remember what our values are? Service Compassion Integrity Communication Leadership Flexibility Teamwork Commitment Efficiency Creativity & Innovation People

15 Promote Efficiency Streamline Redesign/innovative adaptation –If its not invented here, it cant be any good syndrome Review processes CROP Program Process

16 Involve employees in search for best practices Meetings, travel, (Telehealth) Work toward a common goal (target) Right patient, right staff, right place, right time Promote Efficiency (cont.) Process

17 Establish Fair Policies Align your human resource practices with your objectives –Fairness –Equity –Consistency Balance control and guidance Ensure policies are in place and enforced fairly across the organization Not all staff are created equal. You may not be able to be as lenient with one staff meember as another…why? Because they do not handle autonomy in the same fashion, etc. We encourage a no layoff policy –Transition and Assistance Policies Process

18 Promote Accountability through the Use of Tools Develop tools and audit functions that hold directors/managers /staff accountable One of the quickest ways to lose credibility with staff Measure quality results Share productivity results, quality results, and plan for improvement with all levels of the organization

19 Select the Right People Hire good people up front –Interview skills –Mission oriented Ability to communicate Right people, right place, right time Evaluate those who are barriers to efficiency and workplace well-being Downsizing, attrition, hiring freeze Transition center Retention and recruitment strategies Promote right behavior, retain high performers Leadership

20 Positive Leadership Lessons Frequent, repetitive communication Set the lineup, pick the teams Encouragement, feedback, cheerleading Clear away obstacles, anticipate problems Welcome the shakeoutlet your process identify winners and losers You are the role model (Leadership Pickles Video on Friday) Visibilityrounds on patients, staff, and physicians Work across disciplinesno silos Leadership

21 Negative Leadership Lessons Threats and chest pounding Layoffs Across-the-board cuts Hiring freezes Deadline extensions Management salary cuts Involvement in politics and conflict Leadership

22 Attributes of Successful Change Processes Comprehensive and orchestrated Inclusive Delegation and accountability Open, honest and documented Communicate, communicate, communicate! Brevity and urgency Momentum Leadership

23 Homework Identify 3 Training Needs These can be Individual Needs Departmental Needs Organizational Needs List how you identified them from the grids and hierarchy provided


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