NUR 787 Narrated Presentation-March 14

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Designing Healthy Work Environments:

Designing Healthy Work Environments Judy Jesz, RN, MBA, BSN

Designing Healthy Work Environments:

Designing Healthy Work Environments Personnel Selection and Onboarding Staff Retention Incentives, Rewards and Recognition

Health Care Environment:

Health Care Environment Challenges in Health Care Can’t create and store our services Production and consumption occurs simultaneously Quality service depends on individual and group interactions

Health Care Environment:

Health Care Environment Rapid growth in demand for workers in health c are i ndustry Expected to reach 21.7% of all workers by 2016 3 major factors influences on future workers Scientific/technological changes Patterns of utilization Funding for health care services

Goals and Strategies:

Goals and Strategies GOAL: find motivated, qualified personnel to staff the portfolio of business unites operated by the organization HR responsibilities must be performed within the context of the organizational mission

Goals and Strategies:

Goals and Strategies Strategic Decision HR Management Implications Pursue low-cost competitive strategy. Lower compensation, give backs in labor relations, training to improve efficiency. Pursue quality differentiation competitive strategy. Recruit top quality candidates, high compensation, training in guest relations. Pursue growth through acquisition strategy. Selection from acquired organization, outplacement of redundant workers, training of new workers, compensation adjustments

Have Work, Need Help:

Have Work, Need Help Job Analysis Identify and target suitable candidates Specifies training requirements Determines compensation

Internal Recruiting:

Internal Recruiting Advantages Morale of promotee Better assessment of abilities Lower costs for some jobs Motivator for good performance Causes a succession of promotions Have to hire at entry level only Disadvantages Inbreeding Possible morale problems of those not promoted “political” infighting for promotions Need for management-development program

External Recruiting:

External Recruiting Advantages “New blood: bringing new perspectives Less expensive & faster than training professionals No established group of political supporters already in organization May bring industry insights Disadvantages May not select someone who will “fit” the job or the organization May cause moral problems for internal candidates not selected Longer “adjustment” or orientation time

Recruiting Sources:

Recruiting Sources Internal Job Postings Employee Referrals Promotions and Transfers Internal databases External School and colleges Labor Unions Media Sources Trade Sources Employment agencies Executive search firms External databases

Recruiting Metrics:

Recruiting Metrics Selection rate : % hired from a given group of applicants Number impacted unemployment rate & validity of selection process Yield ratio Tool to estimate approximate applicant pool size needed to generate acceptable candidates Time to fill openings When requisition is made to when offers are accepted Recruiting Costs per FTE Total costs/FTEs

Selection Testing:

Selection Testing

Selection Interviewing:

Selection Interviewing Types of Interviews Structured interview with standardized questions Situational interview Behavioral interview Stress interview Nondirective interview Panel interview

Orientation:

Orientation Organizational Socialization or “on-boarding” New employees critical Adjustment issues are intense and most problematic Most susceptible to organizational influence Formal and informal programs Nurse residency programs New e mployee orientation Unit specific on-boarding Lunchroom and break room

Orientation:

Orientation Orientation or on-boarding of new employees is the planned introduction of new employees to their jobs, co-workers and the organization Create an favorable initial impression Enhances interpersonal acceptance Reduces start up costs & decreases turnover Greater commitment to organizational goals and values Saves time for supervisor and co-workers Higher job satisfaction Develops realistic job expectations and positive attitudes

Orientation:

Orientation Key Content Welcome and make the new employees comfortable Key processes, policies and procedures Organizational stories illustrating values and culture Essential paperwork Basic knowledge needed to understand their job Give employee some responsibility for his/her own orientation Ask for feedback

Orientation:

Orientation

Retention:

Retention Studer’s Hardwiring Excellence (2003) Recommends a “90 day check up” Key words at key times Build fun or play into work

Reward and Recognition:

Reward and Recognition “There are two things people want more than sex and money---- Recognition and praise.” Mary Kay Ash

Reward and Recognition:

Reward and Recognition Build reward and recognition into the daily practices of leaders and employees Timely recognition Celebrating achievements Specific feedback and praise

Reward and Recognition:

Reward and Recognition

Reward and Recognition:

Reward and Recognition

Incentives, Rewards and Recognition:

Incentives, Rewards and Recognition Recognition Awards Camaraderie Incentives for growth Freebies Fun Stuff Community Spirit

References:

References Bender, C.E., DeVogel, S.H., and Blomberg, R.A., (1999) “The socialization of newly hired medical staff into a large health system”. Health Care Management Review, 24(1) Keller, J.L., Meekings, K., and Summers, B.L. (2006) “Pearls and pitfalls of a new graduate academic residency program.” The Journal of Nursing Administration. 36(12) 589-598. Hacker, Carol, A. (2003) “450 Low cost, no cost strategies for recognizing, rewarding and retaining good people.” Carol A. Hacker & Associates, Alpharetta, GA

References:

References Klein, H.J., and Weaver, N. (2000) “The effectiveness of an organizational level orientation training program in the socialization of new hires.” Personnel Psychology 53 47-69. Mathis, R.L. and Jackson, J.H. (2003) “Human Resource Management, Eighth Edition. West Publishing Company. St. Paul, MN. Studer, Q. (2003) “Hardwiring Excellence”. Fire Starter Publishing, G ulf Breeze, FL

References:

References Special thanks to Janel Allen, PHR, Director of Human Resources, Creighton University and Creighton Medical Associates

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