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NU 520: Human Resource Management

NU 520: Human Resource Management. Managing Human Performance …a model for leadership adapted from Nauright 19..). Work analysis Recruitment Selection and interviewing Staffing Staff development and orientation Retention Performance evaluation Rewards and recognition

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NU 520: Human Resource Management

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  1. NU 520: Human Resource Management

  2. Managing Human Performance…a model for leadership adapted from Nauright 19..) • Work analysis • Recruitment • Selection and interviewing • Staffing • Staff development and orientation • Retention • Performance evaluation • Rewards and recognition • Disciplinary actions

  3. WORK ANALYSIS • Organization mission, vision, values (MVV) • Department MVV • Customer needs and satisfaction • Environmental assessment • Work processes, flow and roles • Improvement opportunities

  4. Work Analysis (cont.) • “Right role in the right place at the right time doing the right work at the right cost for quality care.” E. C. Murphy LLC/VHA • Work activities analysis • Role description and performance expectations • Role complexity, role focus and role overlap • Education, experience, and capabilities

  5. Selection Techniques • Resumes • References • Interviews • Behavioral Interviewing • Work History Review (Career Anchor Analysis)

  6. The Concept of “FIT” • The Southwest Airlines experience… • “HIRE FOR ATTITUDE, TRAIN FOR SKILLS” • Think about whether you can teach people things like work ethic, valuing others, humor, humility...

  7. RESELECTION is the process of continuing to assess fit... • Customer/patient needs change • Organizations evolve and roles change • As individuals grow and mature, their goals and priorities tend to change

  8. STAFF DEVELOPMENT • ORIENTATION • Organizational information • Competency assessment • Learning plan • SOCIALIZATION • Roles and teams • Social activities

  9. Becoming an Expert (Benner) • Novice • Advanced Beginner • Competent • Proficient • Expert • **Important to recognize how learning occurs at each level...

  10. JCAHO Competency Standards • “Demonstrate that individual was competent when you hired them and remains so for duration of employment…” • Performance description • Competency assessment/skills list • Performance evaluation • Licensure, education, certification • Mandatory training/other requirements (safety, age-specific, CPR, health status etc.

  11. Performance Description Elements • Position summary • Responsible to/for • Major categories of position • Specific performance expectations • Performance standards • Evaluation criteria • Education and experience

  12. Performance Description: EXAMPLE

  13. Competency Assessment • Defining critical competencies • Mechanisms for assessing competency • Checklists • Simulations • Paper and pencil • Observation • Other?

  14. Hallmarks of Effective Evaluation • Clear expectations and measurable evaluation criteria • Expectations reflect most important aspects of role • Systematic, reliable data collection • Feedback and coaching occur throughout period > no surprises • Meaningful two-way communication and interaction • Mutually agreed upon goals and growth plans

  15. Special Considerations... • Minimizing bias • Recency • Halo • Insufficient data • Diversity issues • Impaired employees

  16. Rewards and Recognition • “Show me the money?!” • What does the research tell us?? • Individual preferences and effective recognition • What are some of the ways you have been given meaningful rewards or recognition?

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