Presentation on theme: "Healthcare Human Resource Management Flynn Mathis Jackson Langan"— Presentation transcript:
1 Healthcare Human Resource Management Flynn Mathis Jackson Langan Healthcare HR Competencies,Structures, and Quality StandardsChapter 2PowerPoint Presentation byTonya L. Elliott, PHR
2 After you have read this chapter, you should be able to: Learning ObjectivesAfter you have read this chapter, you should be able to:Define the competencies required for healthcare HR professionalsDescribe the importance of attaining HR management credentialsExplain the relationship between the type of healthcare organization and the level of senior HR positionDiscuss how the healthcare industry compares to other industries on HR staffing and expendituresExplain the importance of HR programs to the delivery of safe, competent healthcare
3 Healthcare HR Management Competencies Competence is…More than a list of skills… it encompasses how healthcare HR professionals define their workHR professionals must view their work in a broader, more strategic sense.
4 Model Competencies for HR Professionals Figure 2-1
5 Emotional Intelligence – A Core Competency Proficiencies in intrapersonal and interpersonal skills in the areas of self-awareness, self-regulation, self-motivation, social awareness, and social skills.
6 Strategic HR ThinkingHR 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 planningApplying HR theory and knowledge to affect organizational resultsCreating long-range (ten years out) agendas that do not focus on only the presentIdentifying, promoting, and rewarding organizational change and problem solving
7 Human Resource Certification Institute Certification LevelsDesignationProfessional in Human Resources (PHR)2 to 4 years exempt-level HR work experienceHR experience has focused on HR program implementation with a tactical and logistical orientationDesignationSenior Professional in Human Resources (PHR)6 to 8 years exempt-level HR work experienceExperience includes ultimate responsibility in a HR department
9 Measuring Healthcare HR Management Two useful ways to measure HR:Staffing RatiosMedian ratio of HR staff to total headcount:All Industries: 1.0 HR staff member per 100 employeesHealthcare Industry: 0.7 HR staff member per 100 employeesBudget ExpendituresMedian HR budget expenditure per employee:All Industries: $813.00Healthcare Industry: $636.00
10 HR Metrics The efficiency and effectiveness of the HR function Function MeasuresThe efficiency and effectiveness of the HR functionOperational MeasuresProductivity and profitability in management & HR activities, including revenue per employeeStrategic MeasuresFuture oriented and part of the organizational planning
11 HR Ratios and Measures for Assessment Figure 2-7
12 Use of HR Ratios and Measures for Assessment The provided HR ratios and measures for assessment are only useful when used in comparison to other data.Comparison methodology includes:Internal data can be compared by:Time (monthly, quarterly, or annually)Department to department or to total organizationPositionExternal data can be compared across groups by:Industry (total healthcare)Industry segment (nursing homes, community hospitals, clinics)Position group (professionals, managers, etc.)
13 Quality Care and HR Management Several processes are in place to ensure competent and safe healthcare for consumers:Governmental oversightLocal, county, and state health departmentsIndependent agenciesQuality review organizations (i.e. JCAHO)In addition, healthcare organizations have the need to seek a competitive position, which requires a competent workforce.
14 JCAHO The dominant quality review organization in the United States Joint Commission on Accreditation of Healthcare OrganizationsThe dominant quality revieworganization in the United StatesJCAHOJCAHO 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.
15 JCAHO Process Standards for 11 hospital functions or performance areas Surveys healthcare organizations every 3 yearsSatisfactory survey results guarantee accreditationRecommendations given for areas of improvementAccreditation status critically reviewed by insurance companies, business and industry, healthcare watchdog groups, and individual consumers of healthcare
16 JCAHO and Management of Human Resources Great emphasis placed on HR standardsJCAHO’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.…….
17 4 Major Processes of the HR Function PlanningProviding Competent StaffAssessing, Maintaining, and Improving Staff CompetencePromoting Self-Development and Learning
18 Figure 2-8 Healthcare Leadership Responsibilities and HR Standards Define qualifications,competencies, andstaffing to meet themissionFigure 2-8Promoting self-developmentand learningAssess, maintain,and improve staffcompetenceOrganizationalMissionProvide competentstaff members to meetthe mission
19 JCAHO - HR StandardsExamples of guiding principles for HR policies and practices:Staff qualifications and performance expectations definedAdequate number of appropriately qualified staffScreening indicators to assess staffing effectivenessRelationship between screening outcomes and HR screening indicatorsStaff competence continually assessed, maintained, and improvedStaff development needs and continuing educationOrientation processAnalysis of competence patterns and trendsPerformance evaluations & staff surveys
20 JCAHO – Leadership Standards Examples of guiding principles for leadership:Appropriately orientated and educated staffEducational needs are aligned with patient needs and organizational missionResponsible budget planningStaffing and retention plans are in placeCompetent and qualified staffPerformance Improvement – a key requirement of JCAHO standardsSafety and risk reduction plans and processes