Communicate | Collaborate | Inform Anthony Ferrer-Bethencourt, Mary Rossio, Sharrell Smith, and Jessica Scharfenberg August 18, 2015

Hello everyone! My name is Tammy Jones and I am the medical center’s HR coordinator. I can be reached at My job duties include employee recruitment, developing employee retention strategies, creating the performance appraisal system, and working diligently with the fiscal department to identify healthcare trends that affect human resources.

Concordia Medical Center was established in 1895 by Dr. Erin Mueller & Dr. Elizabeth Johnson as a small health center serving the rural community. Today, Concordia Medical Center has expanded its services to four major hospitals across the state. Concordia Medical Center is a semi- private hospital servicing the community of all ages.

Job ID HEALTH Date posted 08/14/2015 Division Environmental Health & Administration Concordia Medical Center Environmental Health and Safety is looking for the right candidate to join our Oceanside team. Ideal candidates will be able to develop, implement and monitor environmental management systems, processes and programs. Assesses the impact of emerging environmental issues, legislation and regulations on company operations. Acts as primary site interface with regulatory agencies. In this role, candidates will: Assess patient and client needs for health education, including change readiness. Help develop, identify, implement and improve patient education material and other tools that encourage health decisions. Translate scientific language and concepts into clear, simple and understandable information for patients and clients to maximize Partner with other Health Educators, Health Advisors, Operational and first line managers. A proven history of problem solving, cross functional teaming, strong communication skills (verbal and written), and the ability to build strong and trusting relationships with business partners and stakeholders. Qualification: Level 4: Degree and typical experience in public health classification: Bachelor's and 9 or more years' experience, Master's with 7 or more years' experience or PhD with 4 or more years' experience. Bachelor, Master or Doctorate of Science degree from an accredited course of study, in health administration, public health, engineering, computer science, mathematics, physics or chemistry. Master of Public Health is the preferred, although not required, accreditation standard.

Code of ethics explained Responsibility of Health Educator Guidelines

The ultimate responsibility of a Health Educator Rights of the individual Public health policies Conserve privacy of individuals

Professional behavior Advertising ethical conduct Maintain, increase, and broaden education Contributions to Health Educators

Commitment to the health of the population Commitment to the research Research guidelines Confidentiality within research

Development and Preparation of Health Educators Educational Environment Adequate supervision

Training and Development at Concordia Medical Center

Shadowing is used to show an employee what a colleague or a supervisor does on a daily basis (Fottler & Fried, 2011). Coaching is when a senior employee provides highly individualized correction, feedback and timely information to a junior colleague (Fottler & Fried, 2011).

Computer based modules In-Services Maintain state and national licenses

1. What areas of interest would you like to see included in our training process.  Stress Management  Workplace Ethics  Customer Service Skills  Sexual Harassment  Cultural Diversity  Patient Care  Employee Performance  Patient Safety  Other (please indicate) 2. Please select the most convince time for you to attend trainings.  Morning  Lunch  Evenings (after 5pm)  Weekends 3.What department do you work in?  Clinical  Business/Administration Department  Social Services  Environmental Services 4.What modules and in-services did you find most helpful 5. Have you attended outside trainings that you think would be helpful for other hospital employees? If so, please share.

What is Performance Management? Performance management (PM) is a goal-oriented process to ensure that organizational procedures are in place to maximize productivity of employees, groups, and organization. Performance Management  Proactive, continuous, & dynamic process  Improves employees & organizational effectiveness  Strategic goal driven Performance Appraisal  Ongoing annual event  Formal review process  Improvement driven

Performance Appraisal Forms must contain specific information about the employee, role, and responsibility related to the job for a successful review. Employee basic information:  Business unit  First and last name  Position  Date of hire  Years at present position  Appraiser’s name Discussion points  How the year has been (good/bad/average) and why?  Most important achievements achieved during the year?  Likes and dislikes about the working environment in the organization? Why?  What elements of the job found difficult? Why?  What elements do you like or dislike the most? Why?

Performance appraisal form continuation Discussion point:  What are the most important tasks for next year? Why?  What action could be taken for improving performance?  What type of work and position would you like to do next year?  What type of classes would you like to take for improving job role?  Do you currently require additional skill training to perform job role? Achievements and goals  Employee must list all the objectives set out to achieve the previous year  Objectives  Measures/standards  Score/Rating (1-3 = poor, 4-6 = satisfactory, 7-9 good, 10 = excellent)  Comments by employee and/or appraiser

Current knowledge and skills based on job role Rating criteria by employee score/Rating (1-3 = poor, 4-6 = satisfactory, 7-9 good, 10 = excellent):  Creativity  Problem-solving and decision making  Delegation skills  Leadership and integrity  Adaptability, flexibility, and mobility  Personal appearance and image Future personal growth and aspirations  Employee `is provided an open section to:  List personal goals and aspirations  Activities and tasks that the employee wants to focus on  Development outside of the career environment  College reimbursement opportunity

Performance appraisal employee’s objectives carrying forward from previous year Discussion point:  What are the most important tasks for next year? Why?  What action could be taken for improving performance?  What type of work and position would you like to do next year?  What type of classes would you like to take for improving job role?  Do you currently require additional skill training to perform job role? Achievements and goals  Employee must list all the objectives set out to achieve the previous year  Objectives  Measures/standards  Score/Rating (1-3 = poor, 4-6 = satisfactory, 7-9 good, 10 = excellent)  Comments by employee and/or appraiser

Performance appraisal rating the appraiser’s capability or knowledge Rating criteria by employee score/Rating (1-3 = poor, 4-6 = satisfactory, 7-9 good, 10 = excellent):  Product/technical knowledge  Time management  Communication skills  Delegation skills  Creativity  Leadership & integrity  Willingness to help and motivate employee  Adaptability, flexibility, and mobility  Personal appearance and image  Fairness under pressure Personal discussion section to discuss the following:  Personal development  Growth, training, and additional education for rating improvement

Performance appraisal completion and agreement Employee and appraiser at the end of the review will agree on terms of:  Skills and improvements  Role development  Readiness for job advancement  Competency  Experience  Goals and targets objectives Completion of form and final score rating:  Appraiser assign final rating score  Appraiser provides additional comments if applicable  Recommendations from the employee and appraiser exchange for future reviews  Signed forms completed by both participants  Copies distributed to both participants

Rise in healthcare costs Labor shortages Work life balance Domestic safety E-Learning

Figure 1 Adopted from

Stability Succession planning Recruitment Retention

Computer based competencies Flexibility Cost reduction

Business Balls. (2015). Performance appraisals. Retrieved from Centers for Disease Control and Prevention. (2013). Rising healthcare costs are unsustainable. Retrieved from Coalition of National Health Education Organization. (2011). Code of ethics for the health educations profession. Retrieved from

Discussion & Analysis. (2014). The benefits of e-learning in the workplace. Retrieved from learning-in-the-workplace Dunn, L. (2012). 7 best practices for hospitals’ training and development programs. Retrieved from administration/7-best-practices-for-hospitals-training-and-development- programs.html Fottler, M., & Fried, B. (2011). Fundamentals of human resources in healthcare. Chicago, Illinois: Health Administration Press

Friedman, R. (2014). Work-life balance is dead. Retrieved from HR Council. (n.d.). Succession planning. Retrieved from toolkit/planning-succession.cfm Rochester Institute of Technology. (n.d.). Staff performance appraisal policies, procedures, and forms. Retrieved from performance-appraisal-policies-procedures-and-forms#Staff_Appraisal

SHRM Performance Appraisal. (2014). Performance: Appraisal: Review employee form. Retrieved from Sophe. (n.d.). Ethics. Retrieved from University of Missouri-Kansas City. (n.d.). Performance management. Retrieved from relations/Performance_Management.asp