4 ASHHRA DEFINED “Value Proposition” ASHHRA offers the most comprehensive educational resources, industry research, HR tools, networking, and best practices for the health care HR professional.
5 VISION & MISSION Vision By joining together, by raising our skills and by speaking with one voice, we, as ASHHRA members can enhance the well-being of our employees, our health care organizations, and the communities we serve.MissionASHHRA leads the way for members to become more effective, valued, and credible leaders in health care human resources administration.
7 “Enhancing Partnerships” 2010 PRIORITIES1. Membership“Back to Basics”3. Strategic Alliances“Enhancing Partnerships”2. Learning & Education“Online Learning”Located at the ASHHRA Online Community is a social networking Web site specifically designed for health care HR professionals to have discussions, share tools and resources, and network 24 hours a day.As a member, you have immediate access to this tool. All you need is your user name and password.Leader InstituteThe mission of the ASHHRA Leader Institute is to develop top human resource officers who will drive transformational change in health care, measurably improving patient care and business results. The lead sponsor is Towers Perrin and the Co-Sponsor is Gilsbar.Membership You are one of 3400 ASHHRA members who work in hospitals and health care facilities throughout the United States and beyond.Your average colleague is at a director level in their career and hold a Master’s degree with at least one professional certification.You are the most value asset to ASHHRA and everything we do is for you!Strategic AlliancesASHHRA establishes strategic alliances with stellar companies that assist us with delivering the most optimal tools and resources you need for your professional growth and development.FoundationThe ASHHRA Foundation was introduced in 2007 to give you the opportunity to excel in your career and to help advance the health care HR profession. The three areas of focus are scholarship, education, and research.Since its inception, ASHHRA has issued more than $35,000 in scholarships to members like you.AdvocacyThrough membership feedback surveys, you told us that legislative issues in health care human resources are very important to you.The ASHHRA Advocacy Committee was formed to focus on these issues, which include an annual visit to Capitol Hill in Washington, DC to talk to members of Congress on your behalf.There will be an increased focus on member needs, more requests for feedback, thus an increase in membership and retention.In addition to the Webinars and the annual conference, ASHHRA plans to offer online learning programs to make it more convenient and economical for members to learn.ASHHRA is looking to expand the collaborations it has with its existing partners relative to sponsorships and learning and education programs.
9 HR LEVELS OF LEARNING & EDUCATION “What is the HR Leader Model?”New to the Profession“101”“What competencies am I missing?”Mid-Level Professionals “Specialists – Generalists”“How can I use the HR Leader Model to help me strategize?”Senior Level “Leaders”Boot CampMentoring ProgramHow to get startedWhat to do nextAwareness of the HR Leader ModelLearning TracksAdministrationOnboarding, RecruitmentBackground screening, etc.Enhance particular competenciesHR Leader Model as a basis for leadership developmentLeader TracksStrategyLeadershipEffectivenessOrganizational DevelopmentEmbody CompetenciesBe a role modelMentor othersUse the HR Leader Model as a guideASHHRA Online Learning Program (spans the continuum of ASHHRA membership levels)HR Delivery | Health Care Business Knowledge | Personal Leadership | People Strategies | Community Citizenship
10 ASHHRA LEARNING GRID Learning and Education Framework New to the Profession“What is the HR Leader Model?”Mid-Level Professionals(Specialists and Generalists)“What competencies do I need to move to the next level?”Senior Level Leaders“How do I strategize using the HR Leader Model?”HR DeliveryReach Beyond the ExpectedBasics of health care human resourcesSystems and ServicesTransactional WorkComplianceMetrics and BenchmarkingTechnology Systems and SolutionsDelivery of Strategic InitiativesHealthcare Business KnowledgeEmbrace New LearningHealthcare 101Understanding the delivery of healthcare from the perspective of consumers, employees, payers, physicians, and regulatorsSupporting and exhibiting cross-functional capabilitiesApplying best practices throughout the organizationHaving a seat at the strategic business planning tableCommunity CitizenshipRaise Your VoiceConnecting with employees, customers, and communitiesResponding to needsPersonally participating in professional organizations, networks and community boardsBuilding relationships with internal and external stakeholders by connecting community to business resultsConvening diverse groups to engage them in dialogue about the role of healthcare in the communityPartnering with external communities to promote the development and growth of health care careersPeople StrategiesLead with Your HeartRecruitment, retention and satisfactionImpactful communicationAttract and develop a diverse workforce that meets both the needs of patients and the communityCapture the hearts and minds of people to create the desired cultureFoster meaningful work that supports a high-performance environment and effective delivery of careEnsure that the organization has talent management and succession planning in place to sustain delivery of careCreate operating models and structures that support the alignment of people, strategies and cultureDevelop value-based leaders who have the ability to create a shared vision that delivers results for the organizationPersonal LeadershipExemplify ExcellencePersonal credibilityDisplay passionate dedication to the mission of health care, especially in the care of patients and familiesDemonstrate self-awareness and self-motivationInspire, influence and motivate othersFocus on achieving exceptionally high standards and are accountable for the resultsChampion continuous learning and self-growthExhibit leadership through community serviceChampion the mission and values of the organizationBuild trust through collaboration and consultation with stakeholders within the organizationModel transformational thinking and continuous improvement
12 MEMBER BENEFITS “Back to Basics” Focus on Strategic Priorities Consistently asking members for feedback on needs and wantsDelivery of members’ basic needsMore Webinars, white papers, HR metrics, leadership opportunities, compensation data, etc.Expanded venues for educational offeringsInternet: Webinars, Podcasts, social mediaMore resources and publicationsResearch reports on topical areas members need to knowOpportunities to become leaders in the professionAdditional member benefits at no charge, when possibleEnhance current relationship with the chaptersAnnual conference scholarships and grantsASHHRA is simply focusing on its core competencies:Leaning and education, networking, and tools and resources – this is what we do well and what we plan to continue to deliver to our members.
13 MEMBER BENEFITS Benefits Members Value Resources Resources Library (white papers, forms, best practice documents)HR Leader Model Self-AssessmentAARP Assessment ToolThought Leader Forum SeriesAHA Resources CenterLearning & EducationAnnual ConferenceMentoring ProgramChapter Leadership ConferenceWebinarsOnline LearningSurvey ReportsMonthly Health Care Labor ReportSemi-Annual Labor Activity in Health Care ReportWatson Wyatt Reward Survey ReportCompensation Survey ReportHR Metrics ToolPublicationsOnline BenefitsResources LibraryASHHRA Web siteSocial Networking Web site – Linked InOnline Buyers GuideWebinar RegistrationMembership RenewalHR Pulse MagazineMembership Directory (print and online)Monthly e-News BriefBi-Monthly Diversity e-News Brief
15 NEW MEMBER SEGMENTS Groups Targeted in 2010 Young professionals, which include:College StudentsNew-to-the-Profession (0-5) yearsNon-Hospital Facilities in Health CareLong-term and acute care facilitiesClinics, foundations, etc.Affinity Groups & Like AssociationsEthnicity-based organizations:National Association of Health Services Executives (NASHE)Asian Health Care Leaders Association (AHCLA)Institute for Diversity (IFD)Organizational-based organizations:College & University Professional Association for Human Resources (CUPA-HR)American College of Healthcare Executives (ACHE)Society for Healthcare Human Resources (SHRM)New member segments are defined as different markets we want to target for ASHHRA membership for a couple of reasons.One: These are not our typical membersTwo: We believe we can meet their health care HR needs from an organizational and professional standpoint.
16 YOUNG PROFESSIONALS ASHHRA Offers Mentoring Program HR Self-Assessment Standard HR Forms & TemplatesGeneral HR Tools & ResourcesTargeted learning sessions at annual conferenceConference ScholarshipsThe new-to-the-professional (NTTP) individual is defined as someone new to the field of human resources and/or new to the industry of health care HR. ASHHRA is forming a special interest group, which is a subset of the mentees from the ASHHRA Mentoring Program, to address the issues that the NTTP folks are facing and how they differ from those issues in a traditional hospital setting.
17 AFFINITY GROUPS ASHHRA Offers Social Networking Options Free & Discounted WebinarsWhite Papers on Hot Topics in HRQuarterly Magazine with HR Educational ContentJoint Membership OptionsConference Speaking OpportunitiesConference Scholarships & GrantsWe recognize that many human resources majors don’t know about the kinds of career opportunities available to them in health care HR. ASHHRA is trying to educate them in this regard.Our objective is to capture this group right out of college, truly understand their needs, meet them, and ultimately transition them into a practitioner member.
18 NON-HOSPITAL FACILITIES IN HEALTH CARE ASHHRA OffersSpecial Interest Groups focused on non-hospital issuesWebinars on non-hospital issuesDiscounts on products and servicesAnnual conference learning sessionsCustom membership dues structurePrivate ListServ for sharing information and resourcesWe began targeting this group in We designed a learning session specifically targeted to them to begin to understand what keeps them up at night. We followed up with the attendees after the conference and invited them to participate in a survey to understand their needs. The survey resulted in the development of the Non-Hospital Facilities Special Interest Group.Two ASHHRA board members who work in this segment, Ted Goad and Jim Frain, helped to spearhead this group.
20 or visit our Web site at www.ashhra.org Who Should AttendPricingHealth care professionals who are:New-to-the-profession of health care HR practitionersLooking for learning and knowledge sharingSenior executives looking for effective leadership strategiesStudents with a desire to enter the health care HR professionPractitioners from medical facilities outside of hospitalsASHHRA Members: $695Non-Member: $860 (includes a one-year ASHHRA membership)Students: $550 (must show transcript)The conference is near the waterfront in downtown Tampa, convenient to area restaurants and the Streetcar Line to historic Ybor City.NetworkingEnjoy social events, receptions, and lunches planned by ASHHRA, exhibitors and sponsors.ExhibitsLearning OpportunitiesLearning Session TopicsAs a part of your learning, find out what’s new in health care HR by visiting all the booths in the Exhibit Hall.Health Care Boot Camp – Learn HR basics and get tools and resources to help you advance in your careerProfessional Development Series – Learn strategies, best practices, and gain valuable resourcesASHHRA Leader Track – Learn strategies for solving organizational problems your facility currently facesLearning Sessions – Health care HR sessions covering topics from compensation, legislation, and diversity, to hiring practices and career coachingPanel Discussions – The Current Trends and Legal Issues in Health Care for the Facilities Outside of Hospitals – Learn about the new regulations, issues, challenges and resourcesAward Winning DepartmentsThe Business of Health CareCultural CompetenciesOperational EfficienciesDisruptive Behaviors / Workplace BullyingEmployee EngagementThe Health Care WorkforceThe Joint Commission StandardsLabor Relations / Labor LawNurse Recruitment and RetentionQuality / Patient Safety/ Risk ManagementSuccession PlanningTalent ManagementWhat Does Your CEO Need You to KnowKeynote SpeakersDr. Henry Cloud – Opening CeremonySteven Berkow, J.D. – Business MeetingMartha Finney – Closing CeremonyCallFor more informationor visit our Web site at
22 TYPICAL ASHHRA MEMBER The Typical ASHHRA Member: Holds at least a Master’s degreeWorks in a hospital settingOperates in a facility with a budget of $100 million or greaterHas more than 10 years of HR experienceIs an executive, director level and aboveIs responsible for more than one HR functionWorks in a facility with 100 – 600 licensed bedsIs 49 years of age or olderThis information is based upon 2007/8 membership surveys.
23 2010 MEMBER DEMOGRAPHICS HR Experience 38% of members have 10 years or less experience in health care HRAt least 50% of ASHHRA members have more than 10 years of health care HR experience28% have 10 – 20 years of experience34% have more than 20 years of health care HR experienceThe majority of ASHHRA members are highly experienced in human resources39% of members have 10 – 20 years of HR experience47% have more than 20 years of HR experience
24 HR Function & Type of Facility HR Functions in Which Members Work 2010 MEMBER DEMOGRAPHICSHR Function & Type of FacilityHR Functions in Which Members WorkFunctionPercent of MembersBenefits58.7%Compensation63.1%Employee Relations67.0%Training & Development52.5%Organizational Development48.0%Diversity39.7%Recruitment64.8%Administrative57.5%Generalist55.3%The majority of ASHHHA members work in a hospital setting. ASHHRA is currently looking to penetrate the non-hospital segment (e.g., long-term care, acute care, clinics, foundations, etc.) to understand their HR needs.Members are responsible for more than one functional area.
25 No. of Beds & Operating Income 2010 MEMBER DEMOGRAPHICSNo. of Beds & Operating IncomeASHHRA members work in various sized facilities:24% of member facilities have less than 100 beds34% have 100 – 300 beds25% have 300 – 600 beds17% have more than 600 bedsASHHRA members’ operating budgets vary widely from $1M to over $500M26% have budgets of $31 - $100M31% have budgets of $101 - $500M19% have budgets greater than $500M
26 2010 MEMBER DEMOGRAPHICS Race & Education The vast majority of ASHHRA members are CaucasianThe goal is to diversify the members in age and ethnicity87% of members hold at least a Bachelor’s degree
27 2010 MEMBER DEMOGRAPHICS Gender & Age Women in ASHHRA outnumber men 2 to 175% of ASHHRA members are between the ages of 40 and 59Only 2% are under the age of 29
28 ASHHRA MEMBERS BY STATE 944616816339828602150103517339562468362345204161157531078122713012289195103106582931386418754AK=7HI=9Other Countries with 1 EANassauBeirutIkejaAucklandBruceKathmanduRiyadh (2)Road TownSan JuanTop Member States in rank order: IL, NY, TX, CA, FL, PA, OH, NC, MI, WI; which sums to 1,488 members or 46% of total membership population of 3210These 10 states represent 46% of the total membership populationMembers by ASHHRA RegionRegion 1: 255 Region 6: 297Region 2: 389 Region 7: 280Region 3: 363 Region 8: 216Region 4: 415 Region 9: 333Region 5: 651 Intl.: 10(Data as of Feb. 15, 2010)
29 ANALYSIS OF ASHHRA MEMBERSHIP GROWTH Since 2002, ASHHRA membership has been increasing by 5% until 2008.The economic crisis of 2008 and the uncertainty of 2009 were main factors for the membership shortfall, retention was more of a factor than recruitment.2008 membership growth target was based on the 2008 – 2010 strategic plan and was later deemed too aggressive based upon market conditions and the historical growth rate of ASHHRA members.The poor economy had a tremendous effect on member growth and retention in This was confirmed by the comments we received in the 2009 Member Feedback Survey.
31 2010 Board of Directors PRESIDENT JEFFERY PAYNE, SPHR Vice President, Human ResourcesLakeland Regional Medical CenterLakeland, Fla.HEALTHCARE FACILITY CEOROBERT (BOB) E. MORRISONPresident/CEORandolph HospitalAsheboro, N.C.NON-HOSPITAL HEALTH CARE DIRECTORJOHN OSTROM, SPHRDirector, Human ResourcesIntermountain Medical GroupSalt Lake City, UtahVICE PRESIDENTROBERT WALTERS, SPHRCorporate Director, HR OperationsHealth First, Inc.Melbourne, Fla.AT-LARGE BOARD MEMBERJOSEPH N. MICUCCIDirector, Human ResourcesJefferson University Hospitals - MethodistPhiladelphia, Pa.NON-HOSPITAL HEALTH CARE DIRECTORJAMES FRAIN, SPHR, CEBSVice President, Human ResourcesSouth Bend Medical FoundationSouth Bend, Ind.IMMEDIATE PAST PRESIDENTDANIEL ZUHLKEVice President, Human ResourcesIntermountain Healthcare, Inc.Salt Lake City, UtahAT-LARGE BOARD MEMBERGARY WILLISFormer Director, Human ResourcesShodair Children’s HospitalHelena, Mont.CHAPTER OFFICER DIRECTORBARRY K. LINDEMAN, SPHRDirector, Human ResourcesClark Regional Medical CenterWinchester, Ky.TREASURERIRMA BABIAK PYE, SPHRSenior Vice President & CHROValley Baptist Health SystemHarlingen, TexasAT-LARGE BOARD MEMBERGRACE BLAIR MOFFITTVP, Interim Administrator of APReidsville, N.C.REGIONAL DIRECTORKARMEN R. REID, CCP, PHRSection Head, Salary AdministrationMayo ClinicRochester, Minn.NEW-TO-THE- PROFESSION DIRECTORMAUREEN O’KEEFFE, SPHRSystem VP, HR & Strategic PlanningSt. Luke’s Health SystemBoise, Idaho
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