Healthcare Human Resource Management Flynn Mathis Jackson Langan

1. Healthcare Human Resource ManagementFlynn Mathis Jackson Langan Healthcare HR Competencies, Structures, and Quality Standards Chapter 2 PowerPoint Presentation by Tonya L. Elliott, PHR

2. Learning Objectives After you have read this chapter, you should be able to: • Define the competencies required for healthcare HR professionals • Describe the importance of attaining HR management credentials • Explain the relationship between the type of healthcare organization and the level of senior HR position • Discuss how the healthcare industry compares to other industries on HR staffing and expenditures • Explain 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 work HR 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 Emotional Intelligence… Proficiencies in intrapersonal and interpersonal skills in the areas of self-awareness, self-regulation, self-motivation, social awareness, and social skills.

6. Strategic HR Thinking HR 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 planning • Applying HR theory and knowledge to affect organizational results • Creating long-range (ten years out) agendas that do not focus on only the present • Identifying, promoting, and rewarding organizational change and problem solving

7. Human Resource Certification Institute Certification Levels Designation Professional in Human Resources (PHR) • 2 to 4 years exempt-level HR work experience • HR experience has focused on HR program implementation with a tactical and logistical orientation Designation Senior Professional in Human Resources (PHR) • 6 to 8 years exempt-level HR work experience • Experience includes ultimate responsibility in a HR department

8. The HR Function in Healthcare

9. Measuring Healthcare HR Management Two useful ways to measure HR: Staffing Ratios Median ratio of HR staff to total headcount: All Industries: 1.0 HR staff member per 100 employees Healthcare Industry: 0.7 HR staff member per 100 employees Budget Expenditures Median HR budget expenditure per employee: All Industries: $813.00 Healthcare Industry: $636.00

10. HR Metrics Function Measures • The efficiency and effectiveness of the HR function • Operational Measures • Productivity and profitability in management & HR activities, including revenue per employee • Strategic Measures • Future oriented and part of the organizational planning

11. HR Ratios and Measures for Assessment Figure 2-7

12. The provided HR ratios and measures for assessment are only useful when used in comparison to other data. Comparison methodologyincludes: Internal data can be compared by: Time (monthly, quarterly, or annually) Department to department or to total organization Position External data can be compared across groups by: Industry (total healthcare) Industry segment (nursing homes, community hospitals, clinics) Position group (professionals, managers, etc.) Use of HR Ratios and Measures for Assessment

13. Quality Care and HR Management Several processes are in place to ensure competent and safe healthcare for consumers: • Governmental oversight • Local, county, and state health departments • Independent agencies • Quality review organizations (i.e. JCAHO) In addition, healthcare organizations have the need to seek a competitive position, which requires a competent workforce.

14. Joint Commission on Accreditation of Healthcare Organizations The dominant quality review organization in the United States JCAHO 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. JCAHO

15. JCAHO Process • Standards for 11 hospital functions or performance areas • Surveys healthcare organizations every 3 years • Satisfactory survey results guarantee accreditation • Recommendations given for areas of improvement • Accreditation 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 standards JCAHO’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 • Planning • Providing Competent Staff • Assessing, Maintaining, and Improving Staff Competence • Promoting Self-Development and Learning

18. Healthcare Leadership Responsibilities and HR Standards Define qualifications, competencies, and staffing to meet the mission Figure 2-8 Promoting self- development and learning Assess, maintain, and improve staff competence Organizational Mission Provide competent staff members to meet the mission

19. JCAHO - HR Standards Examples of guiding principles for HR policies and practices: • Staff qualifications and performance expectations defined • Adequate number of appropriately qualified staff • Screening indicators to assess staffing effectiveness • Relationship between screening outcomes and HR screening indicators • Staff competence continually assessed, maintained, and improved • Staff development needs and continuing education • Orientation process • Analysis of competence patterns and trends • Performance evaluations & staff surveys

20. JCAHO – Leadership Standards Examples of guiding principles for leadership: • Appropriately orientated and educated staff • Educational needs are aligned with patient needs and organizational mission • Responsible budget planning • Staffing and retention plans are in place • Competent and qualified staff • Performance Improvement – a key requirement of JCAHO standards • Safety and risk reduction plans and processes