Community mental health agencies are increasingly using online training formats to reduce costs while maintaining staff training requirements. Online training allows clinicians to complete training during downtime and provides flexibility for staff. Studies show that online training costs agencies less than in-person training due to reduced transportation, lost productivity, and training material costs. While some in-person training is still needed, agencies are finding that blending online and in-person training helps meet requirements more efficiently.
Information security in healthcare - a perspective on EMR SecurityMadhav Chablani
This document discusses information security in healthcare electronic medical records (EMRs). It outlines recurring issues with EMRs such as the need for clinical terminology standards and data privacy. It also describes the HITECH Act in the US which provides incentives for healthcare providers to demonstrate meaningful use of EHRs, though it only includes one security measure. The document then discusses EMR security challenges in India and outlines various standards that can help guide EMR security practices.
The document discusses how human resources fits within organizational structures. It describes human resources as a staff function that supports the work of an organization rather than directly advancing its core operations. The preferred reporting structure is for the head of human resources to report to the chief executive officer. The case study examines how to organize a newly merged health system's human resources department across multiple facilities over a large geographic area with limited resources. Key issues to address include recruitment, record keeping, risk management, and adapting to ongoing growth and change.
Worcestershire Health and Care NHS Trust has begun accepting prior learning and training records for new starters transferring from other NHS organizations through ESR's pre-hire inter-authority transfer process. This has significantly reduced the amount of statutory and mandatory training required for new starters, allowing them to return to patient care more quickly. By aligning with the Core Skills Training Framework and transferring competency records electronically, the Trust can now streamline the onboarding process for new employees transferring within the NHS.
Clinical support systems are important for automating healthcare processes and services. This presentation focuses on three key clinical support systems: (1) staff scheduling and patient acuity systems which balance staffing needs based on patient workload; (2) staff credentialing systems which verify provider qualifications; and (3) learning management systems which deliver education to staff and track their knowledge. When procuring these systems, organizations should perform market analysis, issue requests for information and proposals, evaluate vendor responses, conduct on-site demonstrations, and select the best fitting vendor.
This document discusses a project called FUNZOKenya that aims to transform health workforce training in Kenya. It does this through a national training mechanism that works with various partners, including training institutions, to [1] increase the number of new health workers trained, [2] address current training needs and skills gaps, and [3] build the capacities of training institutions. It identifies four drivers of change - financing, public-private participation, technology, and accountability - and outlines strategies within each area to strengthen health workforce training. The partnership with the Kenya Healthcare Federation focuses on expanding access to loans and scholarships for training and increasing admission capacities in remote and underserved areas. The expected results are an increased number of trained health workers
The medical clinic implemented a cloud-based training and compliance platform to streamline their processes. The platform allows for automated web-based training delivery, assessments, and record keeping. This lifted the administrative burden and freed up the compliance administrator to focus on more strategic tasks. Physicians are now motivated to develop and share their own content. The executive team also benefits from easier compliance maintenance and monitoring. The typical return of $4 for every $1 spent was achieved through the 2 months of administrative time savings each year.
This document provides a training manual for City State Vocational Institution and Employment Agency. It describes developing training programs for new and current employees to improve their skills and align their work with the organization's mission of helping students achieve self-sufficiency. The training needs analysis identifies deficiencies in employees' knowledge, skills, and attitudes. Various training methods are outlined, including modules on software, customer service, enrollment procedures, and other topics. The document provides guidance on effective training design, implementation, and evaluation.
Information security in healthcare - a perspective on EMR SecurityMadhav Chablani
This document discusses information security in healthcare electronic medical records (EMRs). It outlines recurring issues with EMRs such as the need for clinical terminology standards and data privacy. It also describes the HITECH Act in the US which provides incentives for healthcare providers to demonstrate meaningful use of EHRs, though it only includes one security measure. The document then discusses EMR security challenges in India and outlines various standards that can help guide EMR security practices.
The document discusses how human resources fits within organizational structures. It describes human resources as a staff function that supports the work of an organization rather than directly advancing its core operations. The preferred reporting structure is for the head of human resources to report to the chief executive officer. The case study examines how to organize a newly merged health system's human resources department across multiple facilities over a large geographic area with limited resources. Key issues to address include recruitment, record keeping, risk management, and adapting to ongoing growth and change.
Worcestershire Health and Care NHS Trust has begun accepting prior learning and training records for new starters transferring from other NHS organizations through ESR's pre-hire inter-authority transfer process. This has significantly reduced the amount of statutory and mandatory training required for new starters, allowing them to return to patient care more quickly. By aligning with the Core Skills Training Framework and transferring competency records electronically, the Trust can now streamline the onboarding process for new employees transferring within the NHS.
Clinical support systems are important for automating healthcare processes and services. This presentation focuses on three key clinical support systems: (1) staff scheduling and patient acuity systems which balance staffing needs based on patient workload; (2) staff credentialing systems which verify provider qualifications; and (3) learning management systems which deliver education to staff and track their knowledge. When procuring these systems, organizations should perform market analysis, issue requests for information and proposals, evaluate vendor responses, conduct on-site demonstrations, and select the best fitting vendor.
This document discusses a project called FUNZOKenya that aims to transform health workforce training in Kenya. It does this through a national training mechanism that works with various partners, including training institutions, to [1] increase the number of new health workers trained, [2] address current training needs and skills gaps, and [3] build the capacities of training institutions. It identifies four drivers of change - financing, public-private participation, technology, and accountability - and outlines strategies within each area to strengthen health workforce training. The partnership with the Kenya Healthcare Federation focuses on expanding access to loans and scholarships for training and increasing admission capacities in remote and underserved areas. The expected results are an increased number of trained health workers
The medical clinic implemented a cloud-based training and compliance platform to streamline their processes. The platform allows for automated web-based training delivery, assessments, and record keeping. This lifted the administrative burden and freed up the compliance administrator to focus on more strategic tasks. Physicians are now motivated to develop and share their own content. The executive team also benefits from easier compliance maintenance and monitoring. The typical return of $4 for every $1 spent was achieved through the 2 months of administrative time savings each year.
This document provides a training manual for City State Vocational Institution and Employment Agency. It describes developing training programs for new and current employees to improve their skills and align their work with the organization's mission of helping students achieve self-sufficiency. The training needs analysis identifies deficiencies in employees' knowledge, skills, and attitudes. Various training methods are outlined, including modules on software, customer service, enrollment procedures, and other topics. The document provides guidance on effective training design, implementation, and evaluation.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology.
VaLUENTiS Employee Engagement in Organisations report 300913 abridged web viewnjhceo01
This document summarizes the key findings of a survey on employee engagement practices in organizations. The survey found that:
1) Only 3% of organizations have fully embedded employee engagement across strategic and tactical levels to effectively sustain engagement. Most organizations have more to do.
2) About half of organizations link employee survey data to other people and performance data, but understanding of engagement is still patchy, with only 28% of organizations reporting widespread understanding among managers and employees.
3) Definitional challenges exist, as 57% of organizations reported using a definition of engagement but follow-up questions revealed few are grounded in empirical theory, undermining measurement and application.
4) Overall the survey finds that while interest
Case Study - Ireland's Health Service Executive (HSE)NetDimensions
The Health Service Executive (HSE) in Ireland delivers health and social services across the country. To provide better integrated care while reducing costs, the HSE implemented an online learning system called hseland.ie using the NetDimensions Learning platform. The system provides eLearning programs and resources to over 53,000 healthcare workers. It allows staff to complete training flexibly without disrupting patient care. Hseland.ie has helped the HSE respond quickly to emergencies and transform its approach to collaborative, online learning.
This document discusses Spectrum's use of CIS-Assessment online training and assessments to induct and train staff. Spectrum uses the CIS-Assessment pre-interview to assess candidates and during new staff induction over 12 weeks to identify training needs. Managers use the assessments during supervision to focus on areas needing development. CIS-Assessment reduces training costs by avoiding duplicate training, reducing travel time, and allowing staff to learn at their own pace. Both managers and staff agree it is a more effective way of working than previous face-to-face only training methods.
The document discusses how the Learning Management System (LMS) is no longer sufficient for managing learning and development in modern organizations, especially in highly regulated industries. It notes that most learning occurs outside of formal channels through on-the-job training and collaboration, but LMS only tracks formal learning. A capability development system is needed to manage both formal and informal learning, map it to organizational capabilities, and provide audit readiness of staff competencies across learning systems. This allows organizations to effectively develop, track, and ensure acquisition of capabilities at individual, team and company levels.
As providers face increasing reimbursement challenges, many are reassessing charge capture workflows to reduce revenue leakage and denials. Baptist Health System centralized clinical and financial departments under one director and leveraged their EHR to streamline charge capture. Coders use applications to capture infusion and observation charges, improving productivity. Involving clinical staff like nurses in auditing charges helps ensure documentation supports charges.
Major activities in the employment, training, development, compensation and benefits, and employee relations departments of human resource management are presented. These include:
1) Employment activities such as planning, recruitment, selection, and placement or induction.
2) Training and development of employees through activities like determining training needs.
3) Compensation and benefits including developing compensation programs based on job evaluation and providing monetary and insurance benefits.
4) Employee relation management which refers to managing relationships among employees.
Leveraging Enterprise-Wide HR Shared Services in Higher EducationChazey Partners
As a Higher Education institute, how do you truly engage Shared Services as a new way of working? In 2015, Chazey Partners was engaged by UCSF to assess its HR Shared Services performance and we thereafter put together a compelling case study on how University of California San Francisco (UCSF) meets its growth projections while supporting enterprise-wide payroll integration through Shared Services.
The WATCH Project has expanded its service area and career pathways to help over 225 low-income individuals obtain healthcare certifications and jobs through the provision of educational and support services, several project staff have been hired to better serve participants, and two participants received awards for their academic and work achievements.
This document provides an overview of training and development at Bharat Sanchar Nigam Ltd (BSNL), an Indian state-owned telecommunications company. It includes sections on the importance of training in the telecommunications sector due to rapid technological changes. It also describes BSNL's training programs, objectives, and importance. The document outlines that BSNL spends over 100 crore annually on training through various regional training institutes to develop employees' technical and managerial skills to meet goals and adapt to an evolving industry.
496 PART 5 Meeting Other HR GoalsIts important for compan.docxgilbertkpeters11344
496 PART 5 Meeting Other HR Goals
It's important for companies to capture and share
the knowledge of workers who have had years to
leam their specialty.
Learning 0rganization
An organization that
supports lifelong
learning by enabling all
employees to acquire
and share knowledge.
Conlinuous Learning
Each employee's and
each group's ongoing
efforts to gather
information and apply
the information to their
decisions in a learning
organization.
manager keeps the tearn updated on important i.ssues and
ensllres that the teain shares information and resources with
others who need them. At the Global Engineering Manu-
facturing Alliance (GEMA) plant in Dundee, Michigan,
tearnwork is designed to achieve the primary goai-to be the
world's rnost productive engine plant. A1l employees, includ-
ing the engineers, are either members or leaders of six-person
teams. Groups of three einployees rvork rotating shifts so that
they know and work rvith one another around the clock. Team
members are carefully seiected to ensLrre they can handie the
problern-soiving responsibilities that GEMA has delegated to
its teams. Technology such as large electronic dispiay screens
lets team members monitor productivity and delal's, so they
can idenrify when they are succeeding and when problems need to be resolved. Aii
ernployees, not just maltagers or engineers, are elnpowered to solve problerns. Employ'
ees who deveiop innovative solutions receive bonuses.o
Knowledge Sharing
For more than a decade, lnanagers have been interested in creating a learning orga-
nization, thar is, an organizarion in which the culture values and supports lifelong
learning by enabiing all ernployees to continually acquire and share knowledge. The
people in a learning organization have resources for training, and they are encouraged
ro share their knowledge with coileagues. Managers take an active role in identifying
training needs and encouraging the sharing of ideas.g An organization's information
systems, discussed later in this chapter, have an important role in making this learn-
ing activity possibie. Information systems capture knowledge and rnake it available
even after individual employees who provided the knowledge have left the organiza-
tion. Ultirnately, people are the essentiai ingredients in a learning organization. They
musr be committed to learning and wiiling to share what they have learned.
A learning organization has several key features,l0 r
o It engages in continuous learning, each employee's and each group's ongoing
efforts to gather information and apply the ir-rforrnation to their decisions. In many
organizations, the process of continuous leatning is aimed at irnproving quaiity. To
engage in continuous learning, employees must understand the entire work systeln
they particitr-rate in, the relationships among jobs, their rvork units, and the organi-
zation as a whole. Ernployees who coirtinuously ieam about their work systern are
adding to their abihty to im.
This document provides an overview of training need analysis (TNA) in organizations. It begins with an acknowledgement section thanking various parties for their support and contributions. It then includes an executive summary, introduction on TNA, purpose of TNA in organizations, objectives of the study, training methods, research methodology, data analysis, limitations and conclusion sections. The introduction defines TNA and discusses its importance in identifying training gaps. The purpose section outlines how TNA helps prioritize training, improve performance, and justify training investments. The document also reviews relevant literature on approaches and challenges to TNA.
PurposeThe purpose of this assignment is to identify nursing carTakishaPeck109
Purpose
The purpose of this assignment is to identify nursing care models utilized in today's various health care settings and enhance your knowledge of how models impact the management of care and may influence delegation. You will assess the effectiveness of models and determine how you would collaborate with a nurse leader to identify opportunities for improvement to ensure quality, safety and staff satisfaction.
Course Outcomes
Completion of this assignment enables the student to meet the following course outcomes.
CO1: Apply leadership concepts, skills, and decision making in the provision of high quality nursing care, healthcare team management, and the oversight and accountability for care delivery in a variety of settings. (PO2)
CO2: Implement patient safety and quality improvement initiatives within the context of the interprofessional team through communication and relationship building. (PO3)
CO3: Participate in the development and implementation of imaginative and creative strategies to enable systems to change. (PO7)
CO4: Apply concepts of leadership and team coordination to promote the achievement of safe and quality outcomes of care for diverse populations. (PO4)
CO6: Develop a personal awareness of complex organizational systems and integrate values and beliefs with organizational mission. (PO7)
CO7: Apply leadership concepts in the development and initiation of effective plans for the microsystems and/or system-wide practice improvements that will improve the quality of healthcare delivery. (PO2, and 3)
CO8: Apply concepts of quality and safety using structure, process, and outcome measures to identify clinical questions as the beginning process of changing current practice. (PO8)
Read your text, Finkelman (2016), pp- 111-116.
You are required to complete the assignment using the template.
Observe
staff in delivery of nursing care provided. Practice settings may vary depending on availability.
Identify
the model of nursing care that you observed. Be specific about what you observed, who was doing what, when, how and what led you to identify the particular model
Review
and summarize one scholarly resource (not your textbook) related to the nursing care model you observed in the practice setting.
Review
and summarize one scholarly resource (not including your text) related to a nursing care model that is
different
from the one you observed in the practice setting.
Discuss
the nursing care model from step #6, and how it could be implemented to improve quality of nursing care, safety and staff satisfaction. Be specific.
Summarize this experience/assignment and what you learned about the two nursing care models.
Submit your completed worksheet no later than 11:59 p.m. MT on Sunday by the end of Week 5.
References and important information:
Week5 leader Examplar Audio Transcript
After working a number of years in home health, I made the decision to return to the acute care setting and accepted a ...
Manpower training constitutes one of the most dynamics and corner stone of human resource management. It remains both complex and multi-dimensional. Remaining human focused and human centric, training, primarily and essentially, helps in the growth and advancement of the depth, breadth and bandwidth of the knowledge of the individual. When appropriately deployed in any organization, training helps to improve the operational efficiency and quality of services rendered by the said organization. Organisations use the mechanism of training, for facilitating employees learning about organizational objectives or goals
.
Looking at the entire context, it can be, observed that manpower training includes and involves a well-defined process, based on large number of activities, performed by multiplicity of actors involving employers, employees, organization, institutions and trainers. The activities and objectives of training invariably involve and include ; skilling, knowledge sharing, capacity building, human development, behavioral change, operational efficiency, promoting effectiveness, promoting understanding, analyzing and problem solving, advancement, better placement, efficient execution of functions etc.
Undergoing training should not be seen as a privilege but as the basic right of every employee right from the day of employment. Creating a transparent, objective and transparent criteria of evaluating the impact of training is another vital aspect of effective manpower training and development. Capacity building of training institutes having support of quality and trained manpower and professionally managing the training institutes, shall invariably and essentially form the corner stone of manpower training.
Key words; Skilling, capacity building, empowering, efficiency, productivity
This document discusses leadership and training in the workplace. It argues that training is one of the most important aspects for companies today and is essential for developing leadership skills. Effective training can improve productivity, reduce costs and mistakes. Modern training methods like e-learning and virtual training are growing in popularity as they reduce training expenses. The document also discusses leadership at University Medical Center in Lubbock, Texas, which is recognized for providing excellent training to its employees and for being rated the best large company to work for in the state.
prashant sharma final approved project.docprshantsharma2
This document is a project report submitted by Prashant Sharma for a Bachelor of Business Administration degree. It outlines the design of an information system for training and employee development. The introduction discusses the importance of training employees and having an effective training and development system. It also describes different components of an employee development system, including induction, training, development, counseling, performance appraisal, and career management. The report will cover topics like the changing business environment, communication systems, aligning technology with corporate planning, and conclusions.
The Francis Report: Meet Recommendations With e-LearningWebanywhere Ltd
The Francis Report investigated failings at Mid Staffordshire NHS Foundation Trust and made recommendations. It emphasized putting patients first and adopting shared values across the NHS. It saw education and training as key to ensuring healthcare priorities and recommended they embed core values. The report found training at the time failed to detect welfare issues. Implementing its recommendations in training could help meet its goals. Consistent training reinforcing values would help avoid oversight and maintain standards.
Processes & Importance Of Human Resource Management In Improving Outcomes Of ...DR. RAJIB SAHA
Human resource management is critical for health care organizations to achieve their goals. It accounts for 70-80% of organizational budgets. Strong HRM systems improve employee performance and satisfaction, enhance organizational capacity and competitiveness, and increase the efficient use of resources. However, India faces shortages in health workers compared to international benchmarks. There is also uneven distribution of medical colleges and poor nursing education infrastructure. Proper HRM processes like employment policies, education, planning, personnel policies, and performance management can help address these issues and improve health outcomes.
This document analyzes various staff training methods for organizations that support adults with developmental disabilities. Due to budget cuts, these organizations need more cost-effective training options. The review identifies several training methods including pyramidal training, peer training, and operant methods. Pyramidal training involves training some staff who then train others, allowing training during work hours. Peer training and operant methods can train many staff simultaneously at low cost. The conclusion is that training should use a pyramidal structure and low-cost methods like feedback to effectively train staff within constraints.
22 ProfessionalSafety DECEMBER 2017 www.asse.org.docxnovabroom
22 ProfessionalSafety DECEMBER 2017 www.asse.org
Scott P. Smith, M.S., CSP, is a global risk manager and trainer with a 20-year
career working across five continents. He holds a B.S. in Environmental Science
from Northern Michigan University, an M.S. in Industrial Hygiene from University
of Massachusetts, Lowell, and is pursuing a doctorate in law and policy/interna-
tional labor law at Northeastern University. Smith is a professional member of
ASSE’s Greater Boston Chapter.
IN BRIEF
Educating adult learners
entails selecting the proper
tools to train them with and
integrating them into the
learning process.
Integrated training is
achieved by including
employees throughout the
process, from develop-
ment though validation and
feedback.
Adult learners do not want to be taught. They want to play a part and need to per-ceive training as something that will im-
prove them as individuals. “Adult learners like to
be in control of their training or at least play a role
in it” (Dalto, 2015). They not only seek training in
areas that are relevant to them, but find further
motivation to learn and feel a greater sense of ac-
complishment when they are involved in identify-
ing training needs.
A wide range of training modalities can be used,
including in-person classroom sessions, virtual live
sessions and self-paced e-learning. Many organi-
zations embrace e-learning tools because of their
ease of deployment, lower costs and increased
learner convenience. “E-learning can be
defined as the use of computer network
technology, primarily over an intranet
or through the Internet, to deliver in-
formation and instruction to individuals
(in our case, employees)” (Welsh, Wan-
berg, Brown, et al., 2003).
Simulation-based training has been a
staple in industries such as aviation and
nuclear energy (Jha, Duncan & Bates,
2001). Virtual-reality (VR)-based sys-
tems are also becoming more common.
“VR has been recognized as having rel-
evance for training in a wide range of in-
dustries including construction, medical
and space exploration” (Squelch, 2001).
While all these systems are successful in some
ways, the literature does not definitively indicate
which training modality is best. That said, Burke
and colleagues identify one factor that has a direct
and positive impact on knowledge retention: en-
gaging the employee in the training (Burke, Sarpy,
Smith-Crowe, et al., 2006). “Our findings indicate
that the most engaging methods of safety training
are, on average, three times more effective than the
least engaging methods in promoting knowledge
and skill acquisition” (Burke, et al., 2006). Educat-
ing adult learners entails selecting the proper tools
and integrating employees themselves into the
learning process.
Needs Assessment, Delivery & Validation
OSH trainers must continuously adapt training
content and training delivery. Doing so effectively
involves a three-step process (Table 1, p. 24)..
This document discusses the meaningful use incentives available through Medicaid and Medicare for eligible professionals and providers who implement and meaningfully use certified electronic health record (EHR) technology. It outlines the goals of meaningful use, who can participate, how the incentive payments work, the requirements and measures, and provides strategies for achieving meaningful use. Examples are given of providers who saved money and increased revenues after implementing EHRs. Contact information is provided for those with additional questions.
This document discusses healthcare reform and the implications for community behavioral health organizations as employers. It provides an overview of the current state of employer-sponsored healthcare coverage and how provisions in the Affordable Care Act will impact employers. Key provisions that will affect employers beginning in 2014 include requiring plans to cover those seeking coverage regardless of pre-existing conditions, eliminating annual limits on coverage, and assessing penalties on employers not offering affordable coverage. The document outlines various insurance market, coverage, and employer requirements that will be implemented between 2010 and 2018 as a result of healthcare reform.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology.
VaLUENTiS Employee Engagement in Organisations report 300913 abridged web viewnjhceo01
This document summarizes the key findings of a survey on employee engagement practices in organizations. The survey found that:
1) Only 3% of organizations have fully embedded employee engagement across strategic and tactical levels to effectively sustain engagement. Most organizations have more to do.
2) About half of organizations link employee survey data to other people and performance data, but understanding of engagement is still patchy, with only 28% of organizations reporting widespread understanding among managers and employees.
3) Definitional challenges exist, as 57% of organizations reported using a definition of engagement but follow-up questions revealed few are grounded in empirical theory, undermining measurement and application.
4) Overall the survey finds that while interest
Case Study - Ireland's Health Service Executive (HSE)NetDimensions
The Health Service Executive (HSE) in Ireland delivers health and social services across the country. To provide better integrated care while reducing costs, the HSE implemented an online learning system called hseland.ie using the NetDimensions Learning platform. The system provides eLearning programs and resources to over 53,000 healthcare workers. It allows staff to complete training flexibly without disrupting patient care. Hseland.ie has helped the HSE respond quickly to emergencies and transform its approach to collaborative, online learning.
This document discusses Spectrum's use of CIS-Assessment online training and assessments to induct and train staff. Spectrum uses the CIS-Assessment pre-interview to assess candidates and during new staff induction over 12 weeks to identify training needs. Managers use the assessments during supervision to focus on areas needing development. CIS-Assessment reduces training costs by avoiding duplicate training, reducing travel time, and allowing staff to learn at their own pace. Both managers and staff agree it is a more effective way of working than previous face-to-face only training methods.
The document discusses how the Learning Management System (LMS) is no longer sufficient for managing learning and development in modern organizations, especially in highly regulated industries. It notes that most learning occurs outside of formal channels through on-the-job training and collaboration, but LMS only tracks formal learning. A capability development system is needed to manage both formal and informal learning, map it to organizational capabilities, and provide audit readiness of staff competencies across learning systems. This allows organizations to effectively develop, track, and ensure acquisition of capabilities at individual, team and company levels.
As providers face increasing reimbursement challenges, many are reassessing charge capture workflows to reduce revenue leakage and denials. Baptist Health System centralized clinical and financial departments under one director and leveraged their EHR to streamline charge capture. Coders use applications to capture infusion and observation charges, improving productivity. Involving clinical staff like nurses in auditing charges helps ensure documentation supports charges.
Major activities in the employment, training, development, compensation and benefits, and employee relations departments of human resource management are presented. These include:
1) Employment activities such as planning, recruitment, selection, and placement or induction.
2) Training and development of employees through activities like determining training needs.
3) Compensation and benefits including developing compensation programs based on job evaluation and providing monetary and insurance benefits.
4) Employee relation management which refers to managing relationships among employees.
Leveraging Enterprise-Wide HR Shared Services in Higher EducationChazey Partners
As a Higher Education institute, how do you truly engage Shared Services as a new way of working? In 2015, Chazey Partners was engaged by UCSF to assess its HR Shared Services performance and we thereafter put together a compelling case study on how University of California San Francisco (UCSF) meets its growth projections while supporting enterprise-wide payroll integration through Shared Services.
The WATCH Project has expanded its service area and career pathways to help over 225 low-income individuals obtain healthcare certifications and jobs through the provision of educational and support services, several project staff have been hired to better serve participants, and two participants received awards for their academic and work achievements.
This document provides an overview of training and development at Bharat Sanchar Nigam Ltd (BSNL), an Indian state-owned telecommunications company. It includes sections on the importance of training in the telecommunications sector due to rapid technological changes. It also describes BSNL's training programs, objectives, and importance. The document outlines that BSNL spends over 100 crore annually on training through various regional training institutes to develop employees' technical and managerial skills to meet goals and adapt to an evolving industry.
496 PART 5 Meeting Other HR GoalsIts important for compan.docxgilbertkpeters11344
496 PART 5 Meeting Other HR Goals
It's important for companies to capture and share
the knowledge of workers who have had years to
leam their specialty.
Learning 0rganization
An organization that
supports lifelong
learning by enabling all
employees to acquire
and share knowledge.
Conlinuous Learning
Each employee's and
each group's ongoing
efforts to gather
information and apply
the information to their
decisions in a learning
organization.
manager keeps the tearn updated on important i.ssues and
ensllres that the teain shares information and resources with
others who need them. At the Global Engineering Manu-
facturing Alliance (GEMA) plant in Dundee, Michigan,
tearnwork is designed to achieve the primary goai-to be the
world's rnost productive engine plant. A1l employees, includ-
ing the engineers, are either members or leaders of six-person
teams. Groups of three einployees rvork rotating shifts so that
they know and work rvith one another around the clock. Team
members are carefully seiected to ensLrre they can handie the
problern-soiving responsibilities that GEMA has delegated to
its teams. Technology such as large electronic dispiay screens
lets team members monitor productivity and delal's, so they
can idenrify when they are succeeding and when problems need to be resolved. Aii
ernployees, not just maltagers or engineers, are elnpowered to solve problerns. Employ'
ees who deveiop innovative solutions receive bonuses.o
Knowledge Sharing
For more than a decade, lnanagers have been interested in creating a learning orga-
nization, thar is, an organizarion in which the culture values and supports lifelong
learning by enabiing all ernployees to continually acquire and share knowledge. The
people in a learning organization have resources for training, and they are encouraged
ro share their knowledge with coileagues. Managers take an active role in identifying
training needs and encouraging the sharing of ideas.g An organization's information
systems, discussed later in this chapter, have an important role in making this learn-
ing activity possibie. Information systems capture knowledge and rnake it available
even after individual employees who provided the knowledge have left the organiza-
tion. Ultirnately, people are the essentiai ingredients in a learning organization. They
musr be committed to learning and wiiling to share what they have learned.
A learning organization has several key features,l0 r
o It engages in continuous learning, each employee's and each group's ongoing
efforts to gather information and apply the ir-rforrnation to their decisions. In many
organizations, the process of continuous leatning is aimed at irnproving quaiity. To
engage in continuous learning, employees must understand the entire work systeln
they particitr-rate in, the relationships among jobs, their rvork units, and the organi-
zation as a whole. Ernployees who coirtinuously ieam about their work systern are
adding to their abihty to im.
This document provides an overview of training need analysis (TNA) in organizations. It begins with an acknowledgement section thanking various parties for their support and contributions. It then includes an executive summary, introduction on TNA, purpose of TNA in organizations, objectives of the study, training methods, research methodology, data analysis, limitations and conclusion sections. The introduction defines TNA and discusses its importance in identifying training gaps. The purpose section outlines how TNA helps prioritize training, improve performance, and justify training investments. The document also reviews relevant literature on approaches and challenges to TNA.
PurposeThe purpose of this assignment is to identify nursing carTakishaPeck109
Purpose
The purpose of this assignment is to identify nursing care models utilized in today's various health care settings and enhance your knowledge of how models impact the management of care and may influence delegation. You will assess the effectiveness of models and determine how you would collaborate with a nurse leader to identify opportunities for improvement to ensure quality, safety and staff satisfaction.
Course Outcomes
Completion of this assignment enables the student to meet the following course outcomes.
CO1: Apply leadership concepts, skills, and decision making in the provision of high quality nursing care, healthcare team management, and the oversight and accountability for care delivery in a variety of settings. (PO2)
CO2: Implement patient safety and quality improvement initiatives within the context of the interprofessional team through communication and relationship building. (PO3)
CO3: Participate in the development and implementation of imaginative and creative strategies to enable systems to change. (PO7)
CO4: Apply concepts of leadership and team coordination to promote the achievement of safe and quality outcomes of care for diverse populations. (PO4)
CO6: Develop a personal awareness of complex organizational systems and integrate values and beliefs with organizational mission. (PO7)
CO7: Apply leadership concepts in the development and initiation of effective plans for the microsystems and/or system-wide practice improvements that will improve the quality of healthcare delivery. (PO2, and 3)
CO8: Apply concepts of quality and safety using structure, process, and outcome measures to identify clinical questions as the beginning process of changing current practice. (PO8)
Read your text, Finkelman (2016), pp- 111-116.
You are required to complete the assignment using the template.
Observe
staff in delivery of nursing care provided. Practice settings may vary depending on availability.
Identify
the model of nursing care that you observed. Be specific about what you observed, who was doing what, when, how and what led you to identify the particular model
Review
and summarize one scholarly resource (not your textbook) related to the nursing care model you observed in the practice setting.
Review
and summarize one scholarly resource (not including your text) related to a nursing care model that is
different
from the one you observed in the practice setting.
Discuss
the nursing care model from step #6, and how it could be implemented to improve quality of nursing care, safety and staff satisfaction. Be specific.
Summarize this experience/assignment and what you learned about the two nursing care models.
Submit your completed worksheet no later than 11:59 p.m. MT on Sunday by the end of Week 5.
References and important information:
Week5 leader Examplar Audio Transcript
After working a number of years in home health, I made the decision to return to the acute care setting and accepted a ...
Manpower training constitutes one of the most dynamics and corner stone of human resource management. It remains both complex and multi-dimensional. Remaining human focused and human centric, training, primarily and essentially, helps in the growth and advancement of the depth, breadth and bandwidth of the knowledge of the individual. When appropriately deployed in any organization, training helps to improve the operational efficiency and quality of services rendered by the said organization. Organisations use the mechanism of training, for facilitating employees learning about organizational objectives or goals
.
Looking at the entire context, it can be, observed that manpower training includes and involves a well-defined process, based on large number of activities, performed by multiplicity of actors involving employers, employees, organization, institutions and trainers. The activities and objectives of training invariably involve and include ; skilling, knowledge sharing, capacity building, human development, behavioral change, operational efficiency, promoting effectiveness, promoting understanding, analyzing and problem solving, advancement, better placement, efficient execution of functions etc.
Undergoing training should not be seen as a privilege but as the basic right of every employee right from the day of employment. Creating a transparent, objective and transparent criteria of evaluating the impact of training is another vital aspect of effective manpower training and development. Capacity building of training institutes having support of quality and trained manpower and professionally managing the training institutes, shall invariably and essentially form the corner stone of manpower training.
Key words; Skilling, capacity building, empowering, efficiency, productivity
This document discusses leadership and training in the workplace. It argues that training is one of the most important aspects for companies today and is essential for developing leadership skills. Effective training can improve productivity, reduce costs and mistakes. Modern training methods like e-learning and virtual training are growing in popularity as they reduce training expenses. The document also discusses leadership at University Medical Center in Lubbock, Texas, which is recognized for providing excellent training to its employees and for being rated the best large company to work for in the state.
prashant sharma final approved project.docprshantsharma2
This document is a project report submitted by Prashant Sharma for a Bachelor of Business Administration degree. It outlines the design of an information system for training and employee development. The introduction discusses the importance of training employees and having an effective training and development system. It also describes different components of an employee development system, including induction, training, development, counseling, performance appraisal, and career management. The report will cover topics like the changing business environment, communication systems, aligning technology with corporate planning, and conclusions.
The Francis Report: Meet Recommendations With e-LearningWebanywhere Ltd
The Francis Report investigated failings at Mid Staffordshire NHS Foundation Trust and made recommendations. It emphasized putting patients first and adopting shared values across the NHS. It saw education and training as key to ensuring healthcare priorities and recommended they embed core values. The report found training at the time failed to detect welfare issues. Implementing its recommendations in training could help meet its goals. Consistent training reinforcing values would help avoid oversight and maintain standards.
Processes & Importance Of Human Resource Management In Improving Outcomes Of ...DR. RAJIB SAHA
Human resource management is critical for health care organizations to achieve their goals. It accounts for 70-80% of organizational budgets. Strong HRM systems improve employee performance and satisfaction, enhance organizational capacity and competitiveness, and increase the efficient use of resources. However, India faces shortages in health workers compared to international benchmarks. There is also uneven distribution of medical colleges and poor nursing education infrastructure. Proper HRM processes like employment policies, education, planning, personnel policies, and performance management can help address these issues and improve health outcomes.
This document analyzes various staff training methods for organizations that support adults with developmental disabilities. Due to budget cuts, these organizations need more cost-effective training options. The review identifies several training methods including pyramidal training, peer training, and operant methods. Pyramidal training involves training some staff who then train others, allowing training during work hours. Peer training and operant methods can train many staff simultaneously at low cost. The conclusion is that training should use a pyramidal structure and low-cost methods like feedback to effectively train staff within constraints.
22 ProfessionalSafety DECEMBER 2017 www.asse.org.docxnovabroom
22 ProfessionalSafety DECEMBER 2017 www.asse.org
Scott P. Smith, M.S., CSP, is a global risk manager and trainer with a 20-year
career working across five continents. He holds a B.S. in Environmental Science
from Northern Michigan University, an M.S. in Industrial Hygiene from University
of Massachusetts, Lowell, and is pursuing a doctorate in law and policy/interna-
tional labor law at Northeastern University. Smith is a professional member of
ASSE’s Greater Boston Chapter.
IN BRIEF
Educating adult learners
entails selecting the proper
tools to train them with and
integrating them into the
learning process.
Integrated training is
achieved by including
employees throughout the
process, from develop-
ment though validation and
feedback.
Adult learners do not want to be taught. They want to play a part and need to per-ceive training as something that will im-
prove them as individuals. “Adult learners like to
be in control of their training or at least play a role
in it” (Dalto, 2015). They not only seek training in
areas that are relevant to them, but find further
motivation to learn and feel a greater sense of ac-
complishment when they are involved in identify-
ing training needs.
A wide range of training modalities can be used,
including in-person classroom sessions, virtual live
sessions and self-paced e-learning. Many organi-
zations embrace e-learning tools because of their
ease of deployment, lower costs and increased
learner convenience. “E-learning can be
defined as the use of computer network
technology, primarily over an intranet
or through the Internet, to deliver in-
formation and instruction to individuals
(in our case, employees)” (Welsh, Wan-
berg, Brown, et al., 2003).
Simulation-based training has been a
staple in industries such as aviation and
nuclear energy (Jha, Duncan & Bates,
2001). Virtual-reality (VR)-based sys-
tems are also becoming more common.
“VR has been recognized as having rel-
evance for training in a wide range of in-
dustries including construction, medical
and space exploration” (Squelch, 2001).
While all these systems are successful in some
ways, the literature does not definitively indicate
which training modality is best. That said, Burke
and colleagues identify one factor that has a direct
and positive impact on knowledge retention: en-
gaging the employee in the training (Burke, Sarpy,
Smith-Crowe, et al., 2006). “Our findings indicate
that the most engaging methods of safety training
are, on average, three times more effective than the
least engaging methods in promoting knowledge
and skill acquisition” (Burke, et al., 2006). Educat-
ing adult learners entails selecting the proper tools
and integrating employees themselves into the
learning process.
Needs Assessment, Delivery & Validation
OSH trainers must continuously adapt training
content and training delivery. Doing so effectively
involves a three-step process (Table 1, p. 24)..
This document discusses the meaningful use incentives available through Medicaid and Medicare for eligible professionals and providers who implement and meaningfully use certified electronic health record (EHR) technology. It outlines the goals of meaningful use, who can participate, how the incentive payments work, the requirements and measures, and provides strategies for achieving meaningful use. Examples are given of providers who saved money and increased revenues after implementing EHRs. Contact information is provided for those with additional questions.
This document discusses healthcare reform and the implications for community behavioral health organizations as employers. It provides an overview of the current state of employer-sponsored healthcare coverage and how provisions in the Affordable Care Act will impact employers. Key provisions that will affect employers beginning in 2014 include requiring plans to cover those seeking coverage regardless of pre-existing conditions, eliminating annual limits on coverage, and assessing penalties on employers not offering affordable coverage. The document outlines various insurance market, coverage, and employer requirements that will be implemented between 2010 and 2018 as a result of healthcare reform.
- The document summarizes Avalere Health's responses to various questions about how provisions of the Affordable Care Act (ACA) apply to employers, health plans, and state regulations.
- Key points addressed include: employees can only use Flexible Spending Accounts for prescribed drugs and insulin after 2010; the ACA allows premium discounts up to 30% for wellness programs but states can impose stricter rules; municipalities are considered employers under the ACA; medical loss ratios will be calculated annually but rebates for 2013 will be based on 2011-2013 data; and how provisions apply to partial vs full self-insurance.
This document discusses implications of the Affordable Care Act for community behavioral health organizations as employers. It provides an agenda that will cover the current status of employer-provided health insurance, relevant provisions in the ACA, the impact on employers, retiree benefits, and opportunities and threats. Introductory polls ask about organization size, offering retiree insurance, and considering dropping insurance benefits. The presentation is by Avalere Health experts Bonnie Washington and Eric Hammelman.
Here are the key highlights from the schedule:
- Sunday features preconference programs including one-day universities and a symposium for CEOs and boards.
- Monday kicks off the main conference with general sessions from Linda Rosenberg and Howard Dean in the morning, followed by workshops, thought leader sessions, and a Dance the Night Away reception in the evening.
- Tuesday has general sessions from Malcolm Gladwell and Geoffrey Canada in the morning and afternoon, along with workshops and thought leader sessions throughout the day.
- Wednesday wraps up with a morning general session from Lee Cockerell before closing programs in the afternoon.
- Additional events include film screenings, book signings, the Expo Hall, Wii
The document outlines SAMHSA's strategic initiatives for 2011-2014 to guide its work in reducing the impact of substance abuse and mental illness. It identifies 8 strategic initiatives: 1) Prevention of substance abuse and mental illness, 2) Trauma and justice, 3) Military families, 4) Health care reform implementation, 5) Housing and homelessness, 6) Health information technology, 7) Data, outcomes, and quality, and 8) Public awareness and support. The initiatives aim to make behavioral health an essential part of overall health, demonstrate that prevention and treatment are effective, and promote recovery from mental and substance use disorders.
Here are some tips for getting answers to insurance-related questions:
- Contact your health insurance provider directly. Call the customer service number on the back of your insurance card and ask to speak to a representative. Have your policy number and specific questions ready.
- Check your plan documents. Your insurance provider should have given you documents that outline what is and isn't covered by your plan. Refer to these documents to see if they address your specific question.
- Contact your state's department of insurance. State departments of insurance regulate health insurers and can help answer questions or investigate complaints. You can find contact info on their website.
- Talk to your employer's benefits administrator. If you get insurance through your job, your
This document announces a Notice of Funding Availability (NOFA) from the Department of Housing and Urban Development (HUD) for the Continuum of Care Homeless Assistance Program. Approximately $1.68 billion is available in fiscal year 2010 funding to reduce homelessness through assisting individuals and families to obtain housing and self-sufficiency. Eligible applicants include Continuums of Care that coordinate housing and services for homeless populations. The application deadline is November 18, 2010 and applications must be submitted through HUD's electronic grants management portal.
The Robert Wood Johnson Foundation is accepting nominations for their Community Health Leaders award program through October 22, 2010. The program will select up to 10 individuals to receive $125,000 awards to recognize their work improving health in underserved communities. Nominees must demonstrate leadership in community health, innovation, impact, and resilience. The awards support the individual leader and a 2-year project at their organization to further their work.
The Consortium for Citizens with Disabilities (CCD) submitted comments on interim final rules implementing provisions of the Affordable Care Act regarding coverage of preventive services. CCD supports coverage of preventive services without cost sharing but believes rules should be strengthened. CCD recommends expanding the definition of preventive services and medical necessity to include maintenance of function. CCD also recommends clarifying coverage for high risk populations and services not addressed by guidelines. Stronger monitoring and enforcement of rules is needed.
The document is a letter from the Coalition for Whole Health commenting on interim final rules for group health plans and health insurers relating to coverage of preventive services under the Affordable Care Act. The coalition supports the goals of healthcare reform and access to mental health and addiction services. They ask that the final rules: 1) explicitly recognize covered preventive mental health and substance use services and ensure primary care professionals receive training, 2) encourage consideration of additional effective preventive services, and 3) revise provisions that could disproportionately burden access to services for those with mental health/substance use disorders.
The Consortium for Citizens with Disabilities (CCD) submitted comments on interim final rules implementing provisions of the Affordable Care Act regarding coverage of preventive services. CCD supports coverage of preventive services without cost sharing but believes rules should be strengthened. CCD recommends expanding the definition of preventive services and medical necessity to include maintenance of function. CCD also recommends clarifying coverage for high risk populations and services not addressed by guidelines. Stronger monitoring and enforcement of rules is needed.
Linda Rosenberg, President and CEO of the National Council for Community Behavioral Healthcare, discusses the increased demand community mental health centers will face under healthcare reform and the Affordable Care Act. An estimated 1.5 million new patients will enter treatment, increasing caseloads by over 20%. However, cuts to public mental health services have also occurred. She asks Congress to support the Community Mental Health and Addiction Safety Net Equity Act to provide reimbursement parity for community behavioral health centers. She also asks Congress to ensure people with mental illness can benefit from provisions in the Affordable Care Act, including its Health Home State Option, and receive equal access to health information technology.
The Secretary of Health and Human Services sent a letter to governors highlighting new opportunities in the Affordable Care Act to support people with disabilities. The Act expands Medicaid coverage starting in 2014 and provides funding to strengthen home- and community-based services. It also extends the Money Follows the Person program to help more people transition from institutional to community living. The Secretary encourages governors to take advantage of these provisions to improve healthcare access and adherence to the Americans with Disabilities Act.
The National Council for Community Behavioral Healthcare provided feedback on SAMHSA's position paper describing a modern mental health and addiction treatment system. They suggested that the proposed continuum of care be more specific and evidence-based. They also recommended shortening the introductory section and strengthening the evidence for interventions. Establishing federally qualified behavioral health centers would help implement SAMHSA's vision by standardizing services, collecting outcome data, and bringing funding predictability.
The letter urges the National Commission on Fiscal Responsibility and Reform to take a balanced approach to deficit reduction by both reducing spending and raising revenue. It argues that disproportionate cuts to nondefense discretionary programs, which fund health, education, and social services, would immeasurably harm vulnerable Americans and undermine the nation's competitiveness, despite comprising a small portion of the budget. The letter is signed by over 120 organizations concerned with health, education, poverty, and civil rights.
The National Council for Community Behavioral Healthcare submitted comments in response to interim final regulations for internal claims and appeals processes and external review. The National Council represents over 1,700 community mental health and addiction treatment providers. They urged the Departments to (1) increase transparency in health plan decision making, (2) reduce barriers to the appeals process, and (3) provide support to state regulators to ensure enforcement of consumer protections.
This document is the July 2008 issue of the National Council Magazine. It focuses on veterans returning from Iraq and Afghanistan and their road home.
The issue includes:
- An editorial highlighting the mental health and addiction issues facing many veterans and how community organizations are well-suited to help veterans reintegrate into civilian life.
- Statistics about the high rates of PTSD, depression, substance abuse and homelessness among veterans.
- First-hand accounts from veterans discussing their experiences and struggles.
- Case studies of programs around the country that are helping to meet veterans' behavioral healthcare needs through community partnerships and innovative approaches.
Nearly 40% of soldiers returning from Iraq and Afghanistan report mental health issues. The document discusses two main organizations that provide mental health services to veterans and active military - the Veterans Health Administration (VA) and TRICARE. The VA is the largest integrated health system for veterans and offers various inpatient and outpatient services. TRICARE is the health program for active and retired military personnel and their families. It discusses how behavioral health professionals can become TRICARE providers to expand access to services for beneficiaries.
Nearly 40% of soldiers returning from Iraq and Afghanistan report mental health issues. The document discusses two main organizations that provide mental health services to veterans and active military - the VA and TRICARE. It outlines eligibility requirements and services provided by each, such as outpatient counseling and inpatient care. It also discusses ways for community providers to become part of these networks to increase access to care for veterans dealing with conditions like PTSD and substance abuse.
These lecture slides, by Dr Sidra Arshad, offer a simplified look into the mechanisms involved in the regulation of respiration:
Learning objectives:
1. Describe the organisation of respiratory center
2. Describe the nervous control of inspiration and respiratory rhythm
3. Describe the functions of the dorsal and respiratory groups of neurons
4. Describe the influences of the Pneumotaxic and Apneustic centers
5. Explain the role of Hering-Breur inflation reflex in regulation of inspiration
6. Explain the role of central chemoreceptors in regulation of respiration
7. Explain the role of peripheral chemoreceptors in regulation of respiration
8. Explain the regulation of respiration during exercise
9. Integrate the respiratory regulatory mechanisms
10. Describe the Cheyne-Stokes breathing
Study Resources:
1. Chapter 42, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 36, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 13, Human Physiology by Lauralee Sherwood, 9th edition
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
- Video recording of this lecture in English language: https://youtu.be/Pt1nA32sdHQ
- Video recording of this lecture in Arabic language: https://youtu.be/uFdc9F0rlP0
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Does Over-Masturbation Contribute to Chronic Prostatitis.pptxwalterHu5
In some case, your chronic prostatitis may be related to over-masturbation. Generally, natural medicine Diuretic and Anti-inflammatory Pill can help mee get a cure.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
Medical Quiz ( Online Quiz for API Meet 2024 ).pdf
Mhw 05.10.10 reprint
1. Reprinted from May 10, 2010
Staff training persists despite cuts; Bottom Line…
many agencies turn to online formats Some mental health agencies are
seeing a variety of benefits in moving
T
These days in many community agencies. As part of that arrange-
more toward online training, from
mental health agencies, a client no- ment, the National Council hosts a
cost, productivity and staff satisfaction
show for an appointment no longer small-agency version of Essential
standpoints.
leaves a clinician grasping for alter- Learning’s Learning Management
natives to staring at the wall. The cli- System, tailored to the needs of
nician is likely to use the newfound member organizations with 60 or behavioral health agencies.
time to complete mandated training fewer employees and helping reduce “These types of training are not
activity, simply by going online to their overall training costs. going away; they don’t get cut when
access the educational material. “In online training, if a clinician governments cut agencies’ budgets,”
Community mental health agen- is waiting for a client, they can start Erskine said.
cies now have a number of alterna- on a course,” Essential Learning Providence Service Corporation’s
tives to sending staff members off- CEO Sue Erskine told MHW. “Also, Walsh said that while state training
site for training and incurring the some agencies let their employees requirements differ greatly among
transportation costs and productivity take the training classes at home.” the many offices in its decentralized
losses associated with employees operation, the company has been
leaving their work site for an extend- able to organize common training
ed period. A number of companies ‘These types of needs for everyone into an all-staff
offer online learning systems cover- orientation. Covered topics include
ing most or all of the training areas training are not ethics, the Health Insurance Porta-
affecting behavioral health organiza- bility and Accountability Act (HIPAA),
tions, and agencies are reporting that
going away; they cultural awareness and environmen-
staff members are becoming increas- don’t get cut when tal safety, she said.
ingly comfortable with less face-to- Likewise, the director of educa-
face interaction with a trainer. governments cut tion and training at community
“Some are hesitant at first, but agencies’ budgets.’ mental health agency COMTREA,
once they participate they get sold on Inc. in Missouri lists ethics training
it,” Tasha Walsh, a vice president in Sue Erskine at the top when asked to cite the
the Eastern Division operation of hot-button subjects in staff training
Providence Service Corporation, a these days. Overall, San Mueller
national company managing more Specific training needs says training remains an important
than 100 community mental health Staff training needs in behavioral priority in the organization’s admin-
offices across the country, told MHW. health organizations are far-ranging, istration. “We feel it’s important for
“Clinicians appreciate the flexibility, involving an array of state and our staff that evidence-based princi-
because in direct care they always national regulatory requirements, ples are used in the therapy that we
have to juggle a client schedule.” professional accreditation standards do,” Mueller told MHW.
The National Council for and other mandates. They have rep- Mueller said her agency has
Community Behavioral Healthcare resented something of a fixed cost used the Learning Management
responded to the emergence of for agencies, in that the requirements System from Essential Learning for
online training opportunities in don’t tend to be lifted when an about three years. In many cases,
recent years by cementing an exclu- agency’s government funding gets the provider organization employs a
sive partnership with the company reduced. If anything, the continued blended approach to training, offer-
Essential Learning, which offers cus- push to evidence-based practice will ing a combination of live sessions
tomized e-learning for mental health, only intensify the need for consis- and online learning. Mueller said
addiction and other human-service tently updated training schedules in See Training on page 2
Mental Health Weekly DOI:10.1002/mhw A Wiley Periodicals, Inc. publication www.interscience.wiley.com