EXHIBIT 11.1 North Mississippi Health Services’ Human Resources Strategy © 2016 Foundation of the American College of Healthcare Executives

EXHIBIT 11.2 Functions of Human Resources (continues on next slide) © 2016 Foundation of the American College of Healthcare Executives

EXHIBIT 11.2 Functions of Human Resources (continued) © 2016 Foundation of the American College of Healthcare Executives

EXHIBIT 11.3 Core Files of HR Records Management (continues on next slide) © 2016 Foundation of the American College of Healthcare Executives

EXHIBIT 11.3 Core Files of HR Records Management (continued) © 2016 Foundation of the American College of Healthcare Executives

EXHIBIT 11.4 Typical Improvements for Human Resources © 2016 Foundation of the American College of Healthcare Executives

EXHIBIT 11.5 Organization of a Large Human Resources Department © 2016 Foundation of the American College of Healthcare Executives

EXHIBIT 11.6 Measures of the Human Resource © 2016 Foundation of the American College of Healthcare Executives

EXHIBIT 11.7 Measures of Human Resource Management Dimension Concept Representative Measures Demand Requests for human resources department service Requests for training and counseling services Request for recruitment Number of employees* Cost Resources consumed in department operation Department costs Physical resources used by department Benefits costs, by benefit Human resources The workforce in the department Satisfaction, turnover, absenteeism, grievances within the department Output/ efficiency Cost/unit of service New hires per year Hours of training provided/employee Cost per hire, employee, hour, etc. Quality Quality of department services Goals from measures of the workforce Time to fill open positions Results of training Audit of services Service error rates Customer Satisfaction Services as viewed by employees and supervisors Surveys of other units’ satisfaction with human resources Employee satisfaction with benefits, training programs, etc. *Employees automatically receive many services from Human Resources and thus are a good indicator of demand for service © 2016 Foundation of the American College of Healthcare Executives

Questions for Discussion 1. You are talking with the superintendent of schools in your HCO’s community, who is a potential governing board member. Explain to her the HCO’s human resource strategy, assuming that the HCO implements the WMHO/Baldrige approach. © 2016 Foundation of the American College of Healthcare Executives

Questions for Discussion 2. Why is workforce diversity important in HCOs? Why are some ethnic groups, women, and members of the lesbian, gay, bisexual, and transgender community underrepresented in higher-paying positions? What steps can be taken to improve diversity? © 2016 Foundation of the American College of Healthcare Executives

Questions for Discussion 3. The local news calls, having found the HCO’s IRS Form 990. The reporter notes that the CEO and several employed physicians are listed with generous compensation. She’d like an explanation of the HCO’s policy. What’s the best answer? What are the key takeaways you want the reporter to put in her story? © 2016 Foundation of the American College of Healthcare Executives

Questions for Discussion 4. Suppose you found yourself in management of an organization that was in trouble on all the strategic scorecard measures in Exhibit 1.11. Where would you start recovery—with operations, finance, workforce loyalty, or customer loyalty? What might a successful recovery strategy look like? © 2016 Foundation of the American College of Healthcare Executives

Questions for Discussion 5. The chapter argues not that the human resource be treated fairly but that the HCO promote among individual associates the perception that they are treated fairly. Is that really an important distinction? Why? This chapter notes that perceived fairness requires that senior leadership “go beyond the letter of the law.” What happens if the senior leaders do not meet that standard? © 2016 Foundation of the American College of Healthcare Executives

Critical Issues in Human Resources Treating the human resource as an investment: Manage the human resource through careful planning and recruitment, and with ongoing support. Reward the value added by skilled associates. Use the transformational culture to build retention. Identify and respond to associates’ development needs. © 2016 Foundation of the American College of Healthcare Executives

Critical Issues in Human Resources Measuring and improving associate loyalty: Ensure safety and comfort in the workplace. Identify and address opportunities for improvement (OFIs) from surveys and collective assessments. Listen and respond to OFIs from individual comments. © 2016 Foundation of the American College of Healthcare Executives

Critical Issues in Human Resources Promoting service excellence: Train workers to exceed expectations in meeting customers’ needs. Train managers in responding to workers’ needs. Provide rewards for exceptional effort in customer service. © 2016 Foundation of the American College of Healthcare Executives

Critical Issues in Human Resources Building a competent workforce and an attractive workplace environment: Train associates for teamwork. Maintain a healthy work environment. Implement a value of respect. Develop rewards and incentives for excellent performance. © 2016 Foundation of the American College of Healthcare Executives

Critical Issues in Human Resources Building workforce diversity: Encourage individual leadership development plans. Identify and assist high-potential associates for advancement. Leverage workforce differences with cultural sensitivity. Maintain succession plans for key positions. © 2016 Foundation of the American College of Healthcare Executives