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

After you have read this chapter, you should be able to: 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

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.

Model Competencies for HR Professionals Figure 2-1

Emotional Intelligence – A Core Competency Proficiencies in intrapersonal and interpersonal skills in the areas of self-awareness, self-regulation, self-motivation, social awareness, and social skills.

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

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

The HR Function in Healthcare

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

HR Metrics The efficiency and effectiveness of the HR function 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

HR Ratios and Measures for Assessment Figure 2-7

Use of HR Ratios and Measures for Assessment The provided HR ratios and measures for assessment are only useful when used in comparison to other data. Comparison methodology includes: 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.)

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.

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

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. …….

4 Major Processes of the HR Function Planning Providing Competent Staff Assessing, Maintaining, and Improving Staff Competence Promoting Self-Development and Learning

Figure 2-8 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

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

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