Annual Stakeholders Report

Fiscal Year 2015Concordia Medical

CenterCommunicate | Collaborate | Inform

Anthony Ferrer-Bethencourt, Mary Rossio, Sharrell Smith, and Jessica

Scharfenberg August 18, 2015

Introduction

Hello everyone! My name is Tammy Jones and I am the medical center’s HR coordinator. I can be reached at 232-111-2222

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.

Organization

HistoryConcordia 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.

Health Educat

orJob ID 1500028131-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

• Code of ethics explained

• Responsibility of Health Educator

• Guidelines

Responsibility to the Public• The ultimate responsibility of a Health Educator

• Rights of the individual

• Public health policies

• Conserve privacy of individuals

Responsibility to the

Profession

• Professional behavior

• Advertising ethical conduct

• Maintain, increase, and broaden education

• Contributions to Health Educators

Responsibility

in Researc

h & Evaluati

on

• Commitment to the health of the population

• Commitment to the research

• Research guidelines

• Confidentiality within research

Responsibility

in Professi

onal Prepara

tion

• 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).

On the Job

Training

Types of

Training

• Computer based modules• In-Services• Maintain state and national

licenses

Sample Needs Assess

ment1. 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.

Performance

Management

and Apprais

al

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 ManagementProactive, continuous, & dynamic processImproves employees & organizational effectivenessStrategic goal driven

Performance AppraisalOngoing annual eventFormal review processImprovement driven

Performance

Appraisal Form

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

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

Performance

Appraisal Form

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 Form

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 Form

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 Form

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

Trends in

Healthcare

Human Resourc

es

• Rise in healthcare costs

• Labor shortages

• Work life balance

• Domestic safety

• E-Learning

Rise in Healthc

are Costs

Figure 1 Adopted from www.ushealthnews.com

Labor Shortag

e • Stability

• Succession planning

• Recruitment

• Retention

Work-Life

Balance

Domestic

Safety

E-Learnin

g• Computer based competencies

• Flexibility

• Cost reduction

References

Business Balls. (2015). Performance appraisals.

Retrieved from

http://www.businessballs.com/performanceappraisals.htm

Centers for Disease Control and Prevention. (2013). Rising healthcare costs are

unsustainable. Retrieved from

http://www.cdc.gov/workplacehealthpromotion/businesscase/reasons/risng.html

Coalition of National Health Education Organization. (2011). Code of ethics for the health

educations profession. Retrieved from http://cnheo.org/files/coe_full_2011.pdf

References

Discussion & Analysis. (2014). The benefits of e-learning in the workplace.

Retrieved from http://www.damagazine.ca/article/526823/the-benefits-of-e-

learning-in-the-workplace

Dunn, L. (2012). 7 best practices for hospitals’ training and development programs.

Retrieved from http://www.beckershospitalreview.com/hospital-management-

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

References

Friedman, R. (2014). Work-life balance is dead. Retrieved from

http://www.cnn.com/2014/12/09/opinion/friedman-work-life-balance/index.html

HR Council. (n.d.). Succession planning. Retrieved from http://www.hrcouncil.ca/hr-

toolkit/planning-succession.cfm

Rochester Institute of Technology. (n.d.). Staff performance appraisal policies, procedures, and

forms. Retrieved from https://www.rit.edu/fa/humanresources/content/staff-

performance-appraisal-policies-procedures-and-forms#Staff_Appraisal

References

SHRM Performance Appraisal. (2014). Performance: Appraisal: Review employee form.

Retrieved from

http://www.shrm.org/templatestools/samples/hrforms/articles/pages/cms_002011.aspx

Sophe. (n.d.). Ethics. Retrieved from http://www.sophe.org/ethics.cfm

University of Missouri-Kansas City. (n.d.). Performance management.

Retrieved from http://www.umkc.edu/hr/employee-

relations/Performance_Management.asp