1. Training & Development at FAMC

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

4. Pathway To Insure Competency
Focus: Based on actual job expectations
and follows established criteria
Pathway To Insure Competency
Focus: Verification that employee
maintains all such requirements
as delineated in job description
Job Description
Focus: Based on competencies and
accountabilities identified in
job description
Licensure, credentialing,
and certification
Focus: Core skills required by employee
to perform job responsibilities
to FAMC standards
Performance Appraisal
Focus: High risk, problem-prone skills
required of employee to successfully
perform job responsibilities
Core Competency
Assessment
Focus: Is based on needs identified
through performance assessment,
trending data, & mandatory requirements
NOTES:
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
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
Required working conditions identified to
address ADA issues
Key components
to include in
Job Descriptions/
Performance Appraisals
NOTES:
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

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)
Lifting & Moving
Extremely Important Processes
(fall in 3 of 4 categories)
Very Important Processes
(fall in 2 of 4 categories)
Categories
High volume
High risk
Problem prone
High cost
Important Processes
(fall in 1 of categories)
(Katz,Green, 1992)

8. Criteria To Identify Critical Competencies
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?
High Risk Low Volume
If yes,
validate at
Annual Skills
Training
High Risk Problem Prone
NOTES:
Is it a high risk skill that staff
have indicated a level of
discomfort in performing?
High Risk Staff Uncomfortable

9. Documentation Where should documentation be maintained?
Job Application & References
Signed, current Job Description/
Performance Appraisals
Hospital-WideOrientation Checklist
Salary Information
Copy of current License
Disciplinary Actions
Documentation
Human Resources
Where
should
documentation be
maintained?
Blitz Compliance Records
Continuing Education Rosters
Training Files on all Training
that is not department-specific
Moving to Swank
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)
Training
&
Development
NOTES:
Department

10. Measuring Job 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 FAMC’s 10 Values?
If you have to rate
them…and if you have to be
rated on them….you should
know them!
Service
Compassion
Integrity
Communication
Leadership
Flexibility
Teamwork
Commitment
Efficiency
Creativity & Innovation
NOTES:

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

12. Support Workforce Flexibility
People
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

13. Have Fun in the Workplace
People
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

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

15. Promote Efficiency Streamline Redesign/innovative adaptation
Process
Streamline
Redesign/innovative adaptation
“If it’s not invented here, it can’t be any good” syndrome
Review processes
CROP Program

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

17. Establish Fair Policies
Process
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

18. Promote Accountability through the Use of Tools
Process
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
Leadership
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

20. Positive Leadership Lessons
Frequent, repetitive communication
Set the lineup, pick the teams
Encouragement, feedback, cheerleading
Clear away obstacles, anticipate problems
Welcome the shakeout—let your process identify winners and losers
You are the role model (Leadership Pickles Video on Friday)
Visibility—rounds on patients, staff, and physicians
Work across disciplines—no silos

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

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

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