Welcome to the 12 th Annual

1. Welcome to the 12th Annual Platinum Sponsor: June 2 – 4, 2010 Millennium Knickerbocker Hotel, Chicago, Ill.

2. WELCOME Stephanie Drake ASHHRA Executive Director

3. WELCOME & OVERVIEW OF AGENDA Karmen R. Reid, CCP, PHR Section Head, Salary Administration Mayo Clinic

4. Day 2 Agenda: Thursday, June 3 7:00 – 8:00 a.m. Registration 8:00 – 8:30 a.m. Breakfast 8:30 – 8:35 a.m. Welcome – Executive Director, Stephanie Drake 8:35 – 8:45 a.m. Karmen Reid, regional director 8:45 – 9:05 a.m. AHA/PMG Overview, Jeffery Payne, ASHHRA Board President 9:05 – 9:10 a.m. Sponsor/Speaker Introduction, Jeffery Payne 9:10 – 10:00 a.m. “Sponsor Presentation” - Brodie Wood and Shelley Weiner, Diversified Investments Advisors 10:00 –10:15 a.m. Break 10:15 - 11:00 a.m. WOW - Chapter Best Practices – Barry Lindeman and Lynette Walker 11:00 – 11:45 a.m. WOW Best Practices cont. (in small groups) – Barry and Lynette facilitate 11:45 a.m. – 1:00 p.m. Networking Lunch 1:00 – 1:45 p.m. HR Leader Model – Karmen Reid and Grace Moffitt 1:45 – 2:15 p.m. Mentoring/Competencies-Self Assessment - Facilitated by Jim Papp/Maureen O’Keeffe 2:15 – 2:30 p.m. Break 2:30 – 3:15 p.m. Breakout by Chapter Size – Facilitated by Carol Bank 3:15 – 4:25 p.m. ASHHRA Introduces Draft Strategic Plan to Chapter Leaders 4:25 – 4:30 p.m. Request for Volunteers Dan Zuhlke, immediate past president, ASHHRA 4:30 p.m. Comments/Announcements/Adjourned 5:30 – 7:00 p.m. Reception – Sponsored by:

5. AHA & ASHHRA OVERVIEW Jeffery Payne ASHHRA Board President Vice President, Human Resources Lakeland Regional Medical Center

6. Connections AND

7. History • Founded in 1898 • Board of Trustees • Strategy • Policy • 501c6 • Chicago and DC based staff • 9 regional staff • State hospital associations

9. Advocacy & Public Policy • Member Relations (Chicago) • Institutional members/CEO • Regional Policy Boards • High touch contacts • Advocacy & Public Policy (DC) • Federal relations – Legislative & Executive • Public Policy • Media Relations (DC) • AHA resource center (Chicago)

10. Leadership & Business Development • AHA Solutions - Endorsed partners and ‘platforms’ • AONE - Nurse executives & managers • Center for Healthcare Governance - Hospital Trustees and Physician relations • Health Forum - Publishing/Data (ICD-10) and Education • HRET - High performing systems of care • PMGs – Personal Membership Groups • Quality Center - HPOE • Shared Services - IT, HR, Finance, Legal

11. Division of Personal Membership Groups • PMG Division • 32,000 members • 78 employees • PMG staff • Employees of the AHA • Association professionals/content experts • Report to Executive Director/manager • Boards of Directors • Volunteers & advocates (elected/appointed) • Advisory (content expertise) • Establish strategic direction, plan & budget to support it

12. Division of Personal Membership Groups Contributions to the AHA • Field representation • Trends and advocacy • Health Reform Readiness • Education • Conferences • Webinars • On-line courses • Face-to-face programs • Publications • Networking • On-line communities • Face-to-face

13. Personal Membership Groups (PMGs) Personal (individual) membership groups: • ACHI (community health) • AHRMM (materials management) • AHVRP (volunteer resource professionals) • ASHE (facility managers) • ASHES (environmental services) • ASHHRA (human resources) • ASHRM (risk management) • At-Large (former board members, students) • SHCA (consumer/patient advocates) • SHSMD (strategy & market development) • AHA – Certification Center (7 programs)

14. How do we connect? • Health Reform Implementation • Website content and Webinars • Advisories • Legislative summaries • ASHHRA Health Reform Toolkit • Labor Issues • Workforce Challenges • Medical Liability Reform • Administrative Simplification

15. How do we connect? Clinical Integration (Anti-trust; Stark; CMPs; Anti-Kickback, etc.) Improving Quality and Safety/HPOE HIT Medicare (funding, payment reform, PFP, bundling, IPPS, teaching hospitals, rural hospitals, 340B drug discount, physician payment, RACs Medicare (funding, payment reform, PFP, bundling, IPPS, teaching hospitals, rural hospitals, 340B drug discount, physician payment, RACs) Medicaid (funding, S-CHIP, DSH, Medicaid Integrity Program, etc.)

16. Overview AHA Strategic Plan 2010-2012 GOAL 1: Advance a Healthcare Delivery System that Improves Health and Health Care GOAL 2: Optimize Operational Effectiveness of the AHA Health for Life HPOE Personal Membership Group Initiatives

17. Questions AND

18. SPONSOR PRESENTATION Brodie Wood and Shelley Weiner Diversified Investment Advisors

19. B R E A K Platinum Sponsor

20. WOW!!! BEST PRACTICES Lynette Walker, RN, Ph.D. Director, Human Resources Central Baptist Hospital Barry Lindeman, SPHR Director, Human Resources Clark Regional Medical Center &

21. NETWORKING LUNCH Platinum Sponsor

22. HR LEADER MODEL Grace Moffitt ASHHRA Board Member, V.P. Corporate Human Resources Moses Cone Health System Karmen R. Reid, CCP, PHR ASHHRA Board Member, Section Head, Salary Administration Mayo Clinic &

23. MENTORING, COMPETENCIES& SELF ASSESSMENT Maureen O’Keeffe, SPHR ASHHRA Board Member, System VP, HR & Strategic Planning St. Luke’s Health System Jim Papp ASHHRA Region 2 Consultant, Manager, Organizational Development DuBois Regional Medical Center &

24. MENTORINGTHE ASHHRA WAY Jim Papp Region 2 Consultant, Manager, Organizational Development DuBois Regional Medical Center

25. The Term Mentor • Origin in ancient Greek mythology • Ulysses was heading off to fight in the Trojan War • He asked his trusted friend (Mentor) to be the tutor of his son, Telemachus • With Mentor’s help, Telemachus learned to fish for himself

26. ASHHRA Mentoring Program Built around the Human Resource Leadership Competency Model

27. Five Human ResourcesLEADERSHIP COMPETENCIES • Human Resources Delivery • Healthcare Business Knowledge • People Strategies • Personal Leadership • Community Citizenship

28. First Step in the Mentoring Programs Self-Evaluation Tool Examine your personal strengths and identify your priorities for improvement

29. Match Based On • Strengths • Common Interests • Job Responsibilities • Size of their Organization • Specific Competencies a Mentee needs to develop

30. Who is Potential HR Mentor • Seasoned Health Care Leader • Committed to Developing Talent • Interested in Reverse Mentoring • Desires to Develop other Professionals within their Career • Can Commit the Time to Devote to a Mentee • Committed to Continuous Learning • Sees the Value of a Mentoring Relationship

31. Roles and Responsibilities Communications / Listener • Create a trusting relationship by showing respect through attentive listening and maintaining confidentiality • Counselor • Mentee outlines career goals • Mentor helps set career objectives that are specific, measurable, attainable, results-oriented and time-oriented, but adaptable

32. Who is Potential Mentee • A new-to-the-profession health care HR practitioner (in the field less than five years) • HR professionals transitioning into or out of the hospital setting • HR professional desiring to round out their HR knowledge and refine their expertise • A leader who is trying to determine their next career step • Someone who has a strong desire to excel in his/her profession • A person who has the time and energy to invest in a mentoring relationship • An HR professional who believes that continuous learning is the way to success • Someone who is open to change, honesty, self-reflection and coaching

33. MENTEE Role / Responsibilities Communicate and Listen Effectively • Relationship must be honest, open and trusting • Assume responsibility for the partnership, cultivate a relationship with your mentor to establish your career objectives, focusing on what you want out of your health care HR profession • Be open to new ideas and feedback

34. Setting Up an EffectiveMentoring Relationship • Get to know one another, strengths, opportunities for growth • Discuss interests both in and out of work to determine common grounds • Initial meeting can be similar to the feelings of a job interview • Discuss each party's expectations • Discuss any prior mentoring experiences • Discuss your reasons for participating in the mentoring relationship

35. MENTEESetting Development Objectives • Referto the HR Leader Self- Assessment Tool • Review results • Compareresults to mentor’s results • Focus on areas for improvement and strengths • Review with your mentor the HR Leader Mentorship Competency Guide • Explore the activities and resources individually or as a team • Set your development objectives together

36. Bimonthly Conference All participants can join in bimonthly Conference Call to discuss “hot” HR topics

37. Most Pairs schedule monthly calls to cover the subjects suggested in the Mentoring Program Guide

38. The Mentoring Program Tool Kit includes: • HR Leader Model Competency Guide • HR Leader Guidebook • Self-Assessment Tool • HR Leader Model Journal

39. The HR Leader MentorshipCompetency Guide & Its Use • Manual developed to bring structure to the mentor/mentee relationship • Consists of five chapters, one for each competency • Each chapter contains information on transitioning the HR role to a more strategic nature and the skills that are necessary to demonstrate competency based upon the new HR model • Contains 15 lessons • Three for each competency • To be completed in one year

40. Example of Lesson • Chapter Two: Health Care Business Knowledge • “Embrace New Learning” Lesson 2: Financial Skills • Discuss monthly reports and statements • for your department • Mentor: • Identify important items • Offer tips on staying within your budget

41. HR Leader Model SELF ASSESSMENT • Identify strength and priorities for improvement • Help match mentor and mentee • INSTRUCTIONS: • Go to ASHHRA Web siteand review HR Leader Model animation and descriptions of the HR Leader Competencies • Review competency definitions and related questions in the tool • Recall activities over last year, match those activities to the HR Leadership competencies, evaluate self to access your proficiency and competence in performing each activity • Your results should tell you where to focus and your mentor should help

42. Examples of HR LeadershipSelf-Evaluation HR Delivery Develop HR Strategic Plan that drives HR initiatives from organizational and business strategies Healthcare Business Knowledge Understand and support effective programs associated with current trends in service delivery across the continuum of care (e.g., joint ventures, contracting and outsourcing)

43. Examples of HR LeadershipSelf-Evaluation Community Citizenship Build effective relationships with internal and external customers People Strategies Create programs that support the alignment of employees with the desired culture.

44. Examples of HR LeadershipSelf-Evaluation Personal Leadership Act as a passionate champion for the mission, vision and values of your organization through your own personal behavior and action

45. Rating Scale 1 = Opportunity for new learning Never applies; No Confidence 2 = Development Opportunity Rarely applies; Relatively Inexperienced 3 = Approaching Proficiency Sometimes applies; Some Confidence 4 = Proficiency Usually applies; Confidence in most Situations 5 = Mastery Always applies; Can do Always

46. Development Plan Success Strategy Tool • To document your desired outcomes in fostering the Mentor/Mentee relationship • Joint Effort

47. ASHHRA Mentoring Program – Success Strategy Guide(Mentee Name) ________________ (Mentor Name)______________________Mentorship Objectives:

48. Mentoring Program Jamie Macander ASHHRA 312-422-3729 • First Formal Program – January 2009 • Matches made & mentor/mentee meet at Annual Conference • This Year 10 Mentor / Mentee Pairs • Mentoring Program, First Time Attendee & New-to-the-Profession Reception at the 2010 Annual Conference – Join 2011 Mentoring Program and Receive Invitation

49. B R E A K Platinum Sponsor

50. BREAK OUT SESSION Carol J. Bank Region 5 Consultant, VP, Human Resources Divine Savior Healthcare