UCLA Medical Center


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UCLA Medical Center

  1. 1. UCLA Medical Center 1 9 9 8 T RA IN IN G N EE D S A S SE S SM EN T S U M M A RY
  2. 2. PROCESS A new survey instrument, shown on Attachment I, was designed for assessing departmental educational and organizational needs. The instrument was reviewed and approved by the Performance Management Group/Education Advisory Council for dissemination through department heads to all managers and staff. Last year’s response percentage rate was equal to 25%. In order to improve the response rate and to involve all levels of staff and management the survey instrument was distributed to all departments in the Medical Center. Department heads were asked to collect the data, summarize it and submit the top three priorities for their areas. In addition, department heads completed a Leadership Self-Assessment form which was collected and reviewed for additional leadership training needs. Individual consultations with Associate Directors and Department Heads are currently being conducted to determine individual specific training needs. Skill development needs were also part of an Employee Opinion Survey Questionnaire which was distributed to everyone in the organization in July of 1997. The data compiled regarding skill development was shared with the Management Council Group in November 1997 for input and recommendations. The MCG is comprised of all the leaders in the organization who directly report to the executive group. MCG members made a number of recommendations that are listed under Attachment III. Tabulation of all the educational needs assessment surveys, leadership self- assessment tool and the employee opinion survey indicated the following priorities:  Computer training  Customer service training  Supervisory laboratory  Communication training/seminars  Management training modules that address confrontation and performance evaluation  Library of information and training resources 2
  3. 3. AC T I O N P L A N The recommendations of the Management Council Group on the Employee Opinion Survey results were then taken to the Performance Management Group for their input to develop an action plan. The action plans developed will be submitted to the Directors’ Advisory Group. These are shown under Attachment IV. The findings from the needs assessment survey and the leadership self-assessment tool will be presented to the Performance Management Group/Educational Council to finalize an action plan for submission to the Directors’ Advisory Group. Computer Training will continue to be offered in concert with Medical Center Computing Services, Campus Human Resources and outside vendors as needed. The Medical Center is currently investing in a number of computer labs, to allow for an increase in the number of computer trainings. To further integrate and improve training effectiveness and maximize the educational resources of the medical a central training facility is currently being considered. The Medical Center Computing Services survey which contains more specifics on classes offered is shown under Attachment V. Customer Service Training will be included in the New Employee Orientation program, starting July 1, 1998. On-going customer service classes are also offered. Supervisory Laboratory Classes are scheduled to begin in May 1998. More classes will be offered this year based on the positive feedback received in 1997 and the overwhelming number of requests from department heads and managers. Communication Training Sessions: A communications committee which is a multi-disciplinary group consisting of representative from Marketing, Finance, Human Resources, Administration and Ancillary Services, is developing a plan to address the various elements of this recommendation. A draft communications plan is shown under Attachment VI. Management training modules that address confrontation and performance evaluation: This issue is addressed as part of the Supervisory Laboratory training. Library of information and training resources: A leadership-training handbook is in the process of being developed for all leaders in the organization. Human Resources is currently exploring educational opportunities with representatives from the Anderson School of Management to collaborate in the development of other leadership training programs. At the Executive level, a membership to the American College of Healthcare Executive was offered for the first time in 1997. It is the intent of the organization to extend the opportunity for executives to achieve Diplomate status through a series of extensive courses. The Department of Nursing Training Needs Assessment is also shown under Attachment VI. 3
  4. 4. Throughout the organization, departments with highly specialized educational needs, such as Clinical Engineering and Department of Nursing , are required to compile their data and develop an action plan in coordination with their associate director. ATTACHMENT I Survey Instrument 4
  5. 5. ATTACHMENT II Management Council Group recommendations 5
  6. 6. ATTACHMENT III EOS Action Plans 6
  7. 7. ATTACHMENT IV Medical Center Computing Services Educational Survey 7
  8. 8. ATTACHMENT V Draft Communication Plan 8
  9. 9. ATTACHMENT VI Department of Nursing Needs Assessment 9
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