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New Jersey Primary Care Association Human Resources Management Group

New Jersey Primary Care Association Human Resources Management Group. Presentation Defining the Leaders for Tomorrow. Agenda. Introductions Learning Objectives Employee Development Knowledge Management Succession Planning. Introduction. Jaime Rivello, BS

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New Jersey Primary Care Association Human Resources Management Group

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  1. New Jersey Primary Care Association Human Resources Management Group Presentation Defining the Leaders for Tomorrow

  2. Agenda Introductions Learning Objectives Employee Development Knowledge Management Succession Planning

  3. Introduction • Jaime Rivello, BS Chair of the HR Group, Director of Human Resources, Jewish Renaissance Medical Center. • Kerri Sandifer, MPA Site Manager-Special Populations, Formerly Manager of Human Resources and Marketing • Pam McDougle, Manager of Human Resources, Zufall Health Center

  4. Learning Objectives At the end of the workshop participants will be able to: • Recognize the steps necessary to support existing staff on job ownership, individual accountability and commitment to the organization. • Recognize the worth in collecting data for the use of knowledge management and how that can improve your organization through collaboration. • Develop an understanding of the processes involved with succession planning including identifying and training key staff as well as long term goals of an organization.

  5. Employee Development Enhancement of the skills, knowledge, and experience of employees with the purpose of improving performance. Employee development, different from personal development, is usually coordinated by the employing organization. It can use a variety of training methods, and is usually conducted on a planned basis, perhaps as a result of a performance appraisal.

  6. What can FQHC’s do to Support Employee Development

  7. What Can FQHC’s Do To Support Employee Development

  8. Employee Development

  9. NOW SHOWING: KNOWLEDGE MANAGEMENT

  10. KNOWLEDGE MANAGEMENT COLLECTIVE WISDOM COMPETITIVE EDGE INCREASINGLY GLOBAL MARKETPLACE KNOWLEDGE MANAGEMENT, A CRITICAL BUSINESS ASSET, HAS A DISTINCT IMPACT ON BUSINESS OUTCOMES.

  11. TECHNOLOGY ECONOMIC CULTURE PROCESS / MEASUREMENT

  12. ACCESS TO HARWARE,SOFTWARE AND CONNECTIVITY SUPPORT SHARING COLLABORATION INCENTIVES BONUSES MEAUREABLE COLLABORATION IDENTIFICATION INDICATORS PERFORMANCE CRITERIA

  13. IMPROVE OPERATIONS INCREASE PROFIT MARGINS

  14. “Human Resources is the key to making Knowledge Management work, It is the only place within an organization where people, collaboration, reward systems and technology come together”

  15. What is Succession Planning ? • Succession planning is a component of a company business plan and is often a formalized, systematic strategy designed to identify talent for future leadership roles in the organization. For a company to maintain its competitive advantage, a solid succession plan is necessary. • Succession planning involves: • Understanding the organization's long-term goals and objectives. • Identifying the high-potential candidates and their respective developmental needs. • Determining workforce trends and predictions

  16. Succession Planning • Issues to consider when creating a succession plan:

  17. Why is it important to have Succession Planning To avoid extended and costly vacancies in key positions and assure the stability of business operations. To provide meaningful developmental opportunities for both the organization and its employees as it targets key leadership positions at varying levels. To help develop a diverse workforce by enabling decision makers to look at the future make-up of the organization as a whole.

  18. Steps involved in Succession Planning • Identifying legal and diversity issues to consider. • Establishing present and future leadership roles and objectives. • Selecting key employees . • Evaluating the strengths, weaknesses and readiness for succession in key employees. • Planning for the individual development of and ways to retain key employees. • Identifying “emergency” positions without successors. • Planning for positions that cannot be filled internally.

  19. Sample Succession Planning Worksheet

  20. Summary For Succession Planning Having a well-developed and current succession plan in place is important in avoiding vacancies in key positions, assuring the stability of business operations, providing developmental opportunities and helping developing a diverse workforce.

  21. Conclusion Questions and Answers

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