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

2. EXHIBIT 11.2 Functions of Human Resources
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© 2016 Foundation of the American College of Healthcare Executives

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

4. EXHIBIT 11.3 Core Files of HR Records Management
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5. EXHIBIT 11.3 Core Files of HR Records Management (continued)
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6. EXHIBIT 11.4 Typical Improvements for Human Resources
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7. EXHIBIT 11.5 Organization of a Large Human Resources Department
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8. EXHIBIT 11.6 Measures of the Human Resource
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9. 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

10. 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.
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11. 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?
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12. 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?
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13. 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 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

14. 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?
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15. 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.
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16. 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

17. 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

18. 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

19. 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