With dramatic changes in the workforce, healthcare laws, and compliance, the role and responsibility of Human Resources in a hospital is shifting dramatically from "administrative data provider" to a "strategic partner.” The key driver of this transformation is emerging technology that enables HR leaders impact strategy that drives effectiveness and helps achieve organizational results.
The document discusses 10 HR trends that are changing business, including:
1) The changing role of HR professionals to focus more on strategic contributions and measurable impacts rather than administrative tasks.
2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
3) The increasing outsourcing of HR functions to reduce costs and allow HR to focus on strategic priorities rather than transactional work.
1. The document summarizes five key trends impacting the future of work identified by SHRM expert panels: (1) demographic shifts towards a more global and aging workforce, (2) loss of middle-skilled jobs due to automation, (3) a skills gap between educational standards and employer needs, (4) increased globalization and remote work due to technology, and (5) new models of work like crowdsourcing.
2. For each trend, the document outlines expected changes for organizations and recommends how HR can prepare, such as offering flexible work and lifelong learning opportunities, partnering with educators, and learning to manage remote and contingent workers.
3. The document encourages readers to review this information
Job satisfaction factor of employees in virtual workplace Maheshkumar Mohite
Abstract:
Business success depends on Job satisfaction of employees. It is essential key part of organization. There is need to understand factors behind job satisfaction and need of employee for better output. It will help in increasing business activities. Now a day’s, most employees work at virtual place. Knowing his or her factors of job satisfaction of such employees, it will get most important source of information for improving companies’ overall growth, increasing product and services level. There are various factors affects on Job satisfaction; it may be common or different. This paper is focusing on literature reviews of paper on Job Satisfaction factors of employees who work in virtual workplace. To Knows Job Satisfaction Factors of Employee will helps to all.
Presentation at Strategic HR Network Annual Congress on The Future of Work. The Future of Work is Social, Collaborative and Connected.
Examining how employee behaviours at work are being shaped by wider consumer technology trends and social media
- Harnessing the power of social technology to build collaboration, connection and enterprise networks
- Implications for leadership within the organisation
Preparing for the Next-Gen Worker: Is Your Organization Ready?Cognizant
This document discusses how organizations need to prepare for the next generation of workers by updating their hiring, onboarding, and employee engagement practices. It notes that the workforce is changing dramatically as new technologies allow people to work in more social and collaborative ways. It states that to attract and retain top talent, and remain competitive, organizations will need to build an organizational culture of collaboration, leverage new technologies to improve performance, and be ready to utilize the skills and expectations of the new generation of workers.
In the age of artificial intelligence (AI), business success will increasingly depend on people and machines collaborating with each other. Read more: https://www.accenture.com/us-en/company-reworking-the-revolution-future-workforce
Social media will have a significant impact on the future of work by 2020. It will lead to more transparent and flexible work environments where creativity and goal-oriented work will be emphasized. Competition for jobs will be intense as social media allows easy setup of online businesses. Machines are predicted to replace many middle-class jobs. Strategic partnerships and new ecosystems between companies using social media will form. Overall, social media will continue integrating into workplaces and transform how people work together.
The document discusses 10 HR trends that are changing business, including:
1) The changing role of HR professionals to focus more on strategic contributions and measurable impacts rather than administrative tasks.
2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
3) The increasing outsourcing of HR functions to reduce costs and allow HR to focus on strategic priorities rather than transactional work.
1. The document summarizes five key trends impacting the future of work identified by SHRM expert panels: (1) demographic shifts towards a more global and aging workforce, (2) loss of middle-skilled jobs due to automation, (3) a skills gap between educational standards and employer needs, (4) increased globalization and remote work due to technology, and (5) new models of work like crowdsourcing.
2. For each trend, the document outlines expected changes for organizations and recommends how HR can prepare, such as offering flexible work and lifelong learning opportunities, partnering with educators, and learning to manage remote and contingent workers.
3. The document encourages readers to review this information
Job satisfaction factor of employees in virtual workplace Maheshkumar Mohite
Abstract:
Business success depends on Job satisfaction of employees. It is essential key part of organization. There is need to understand factors behind job satisfaction and need of employee for better output. It will help in increasing business activities. Now a day’s, most employees work at virtual place. Knowing his or her factors of job satisfaction of such employees, it will get most important source of information for improving companies’ overall growth, increasing product and services level. There are various factors affects on Job satisfaction; it may be common or different. This paper is focusing on literature reviews of paper on Job Satisfaction factors of employees who work in virtual workplace. To Knows Job Satisfaction Factors of Employee will helps to all.
Presentation at Strategic HR Network Annual Congress on The Future of Work. The Future of Work is Social, Collaborative and Connected.
Examining how employee behaviours at work are being shaped by wider consumer technology trends and social media
- Harnessing the power of social technology to build collaboration, connection and enterprise networks
- Implications for leadership within the organisation
Preparing for the Next-Gen Worker: Is Your Organization Ready?Cognizant
This document discusses how organizations need to prepare for the next generation of workers by updating their hiring, onboarding, and employee engagement practices. It notes that the workforce is changing dramatically as new technologies allow people to work in more social and collaborative ways. It states that to attract and retain top talent, and remain competitive, organizations will need to build an organizational culture of collaboration, leverage new technologies to improve performance, and be ready to utilize the skills and expectations of the new generation of workers.
In the age of artificial intelligence (AI), business success will increasingly depend on people and machines collaborating with each other. Read more: https://www.accenture.com/us-en/company-reworking-the-revolution-future-workforce
Social media will have a significant impact on the future of work by 2020. It will lead to more transparent and flexible work environments where creativity and goal-oriented work will be emphasized. Competition for jobs will be intense as social media allows easy setup of online businesses. Machines are predicted to replace many middle-class jobs. Strategic partnerships and new ecosystems between companies using social media will form. Overall, social media will continue integrating into workplaces and transform how people work together.
The document discusses the future of work and key trends that will impact how and where we work in 2020. It identifies 7 major trends: globalization, an agile workforce, diversity, collaboration, efficiency and sustainability, work-life balance. By 2020, the workplace will provide a personalized social experience to attract and engage employees globally. Companies will need to emphasize learning agility, personalization, connectivity, innovation, inclusion and focus on important rather than urgent issues.
There are four key reasons to improve employee engagement:
1. To raise productivity - Engaged employees are two times more productive than satisfied employees. Improving engagement across a business can significantly increase overall productivity.
2. To reduce turnover - Four out of five employees are dissatisfied with their performance reviews and feedback processes. Improving feedback mechanisms can help reduce turnover by improving the experience for 80% of staff.
3. To improve service - Engaged employees are passionate about their work and will do whatever it takes to deliver great results and find solutions to problems. This leads to improved customer service.
4. To get the most out of all generations of workers - Employee engagement tools and practices should address compliance gaps and manage
Architecting the Future Digital Workplace to Create the Best Employee ExperienceDave Millner
The document discusses how organizations can architect the future digital workplace to create the best employee experience. It argues that digital transformation requires not just new technologies but new ways of working that empower employees. To maximize digital change, organizations need new capabilities like predictive analytics, personalized change experiences, and data-driven decision making. The best companies will create an employee experience focused on belonging, purpose, achievement and happiness through aligned talent practices, personalized experiences, meaningful jobs, and trust in leadership.
Exponential growth of technologies is fueling unprecedented innovation and transforming how work gets done, who does it and even what work looks like! As technology evolves, skills will become increasingly obsolete, making it critical that Learning leaders prepare their organizations for today, tomorrow, and beyond by reimagining traditional learning frameworks and equipping their workers with the new skills and capabilities to succeed in this digitized workplace ecosystem. To keep up with the rapidly evolving digital landscape, the skills and capabilities of the “Professional of the Future” must be accurately forecasted, intentionally developed and continuously refined. Learning needs to be dynamic, agile and embedded in the flow of work, enabling the professionals of the future to embrace the art of the possible. This session focuses on the technical skillsets and innately human capabilities core to the professional of the future and how reskilling can provide employees the opportunity to take on meaningful, enriching work in support of an organization’s mission and vision.
Learning Objectives:
Participants will understand the new realities of the digital world and how this digital transformation will impact the work to be done, who and how the work will be performed and where it will be done.
Participants will understand how to enable the workforce to deliver value in the new digital world by developing and nurturing human capabilities and technical skills.
Participants will understand the tactical solutions able to be used for continuous learning or reskilling on technical and human capabilities.
CASE STUDY: HYBRID (REMOTE+OFFICE) WORK APPROACHC&P COMPANY
We present a case study of implementation of the hybrid office-remote approach to work resulting in higher working performance & better work-life balance.
Analyzing the College Experience: The Power of Data in Higher Educationaccenture
By unleashing the power of analytics, institutions align resources, systems and strategy to use data to drive decisions related to key areas such as enrollment, student success and academic performance. Learn more: https://accntu.re/2JEY0wL
Accenture sustainability academy_overviewAndy Green
The Sustainability Academy provides online sustainability training to help organizations develop a sustainability mindset among employees. It offers courses, webinars, and articles on topics like economic impacts of sustainability. This flexible learning solution addresses skills challenges through affordable global access. By operating virtually, it also supports sustainability goals through reduced carbon emissions compared to in-person training.
Accenture has embarked on a journey to think about child welfare in a new way, and are committing to a Comprehensive Child Welfare Information System (CCWIS).
Emerging social, economic, and technology trends are changing the traditional models of work and careers as we have known them. Going ahead, these forces will significantly impact how, when, where, and by whom the work of the future will be executed, and result in work ‘travelling’ to people instead of the other way round.
Manish Telavane is applying for a position with the company. He has a Bachelor's degree in Management Studies from Mumbai University from 2007 and a Master's degree in Finance from Mumbai University from 2012. He has over 5 years of work experience in banking and finance, including positions at Axis Bank, TJSB Sahakari Bank, and Kotak Direct. His experience includes commercial loan documentation, credit administration, and sales management. He is interested in a career with opportunities for growth and contribution.
Innovation With a Purpose: Deploying Digital Technologies to Improve Outcomes...accenture
An Accenture survey found that citizens want more innovation from government agencies in delivering services. The survey revealed that employment services agencies have more capacity for innovation than other government segments due to operating within an ecosystem of innovative jobseekers and private sector employers. Accenture identified innovation leaders within human services agencies based on their performance in areas like strategy, ideation, execution, and impact. Innovation leaders place a strong emphasis on innovation as part of their culture and leadership and take a systematic approach to managing innovation projects.
Impact Report: Work-at-Home is Working in AsiaChris Greenough
Since Everise quickly transitioned to a home-based support model in March, our people have now had time to adjust to a work-from-home environment. This report seeks to answer critical questions leaders have about the long-term sustainability of a remote model in Asia focusing on key metrics.
This presentation was made for a webinar, by Viventis.
The document discusses improving corporate strategy through better research. It argues that most corporate strategy is bad because it involves too few people, relies on narrow context and data, and is not customer-centric. Better strategy requires better research that is collaborative, understands customer insights, and regularly involves leadership in customer research. The document suggests ways for researchers to get involved in strategic planning, such as sharing insights from customer research and connecting activities and budgets to corporate strategy.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
The document summarizes Scott Wilson's efforts towards more sustainable business practices. It discusses their drivers for embracing sustainability such as cost savings and reputation. It provides examples of internal sustainability activities including smart metering, recycling, and promoting cycling. It also discusses external sustainability services provided to clients in areas like green building and carbon management. Challenges mentioned include the current economy and promoting a common understanding of sustainability. Future opportunities include making further use of government support and expanding water management services.
This document discusses key trends from the Accenture Technology Vision 2021 report as they relate to higher education. It highlights how higher education institutions can become "Masters of Change" by embracing new mindsets and models for delivering on their mission through technologies like cloud, AI and intelligent platforms. The trends discussed include strategically architecting technology foundations, leveraging digital twins and simulations, democratizing technology access, supporting remote work and learning, and developing multiparty systems and data sharing through partnerships. The document emphasizes that higher education leaders must reinvent their approach and operating models to take advantage of these emerging technologies.
Værdien af Identity & Access Management, Jan Quach, AccentureIBM Danmark
This document summarizes an Identity & Access Management (IAM) presentation given by Jan Quach and Aditya Jayanthi of Accenture. It outlines Accenture's work with VELUX to define an IAM strategy and implementation approach. The presentation covers the companies' visions, Accenture's step-by-step approach, progress along the journey thus far including quick wins, and benefits realized. It concludes with dos and don'ts for successful IAM programs.
Getting to Equal 2018 - Spotlight on Young Leadersaccenture
The document discusses challenges facing young women in the workplace. It finds that within 5 years of working, young women already earn less than young men. By age 30, men are more likely to have reached manager or senior manager levels. Pay gaps persist, as young women are less likely to report pay increases than young men. Three factors exacerbate challenges for young women: less experience with digital technology, less access to professional training, and lack of mentors and networks. However, organizations with cultures of equality can help young women and men advance. Such cultures exhibit 40 workplace equality factors, especially 14 cultural drivers. Young women in these equal cultures have greater advancement, satisfaction, and retention. Creating equality unlocks human potential and benefits all.
Tailoring Your Resume For Today’S PantsuitsLaura Roybal
The document provides advice on tailoring resumes for today's job market. It discusses different resume formats including chronological, functional, and targeted resumes. It provides examples of professional profiles and how to structure experience, education, and affiliations sections. The document also discusses using social media and networking sites like LinkedIn to expand professional opportunities and find new roles. It emphasizes customizing resumes and online presence to specific roles and keeping materials up-to-date with changing technologies and job requirements.
The CDC Worksite Health ScoreCard is a 100-item tool to help employers assess the extent to which they have implemented evidence-based health promotion interventions at their worksites. It addresses domains like nutrition, physical activity, and chronic disease prevention. The tool was developed by the CDC in collaboration with experts and validated through field testing. Employers can use their scores on the tool to identify gaps and priorities for improving their worksite wellness programs over time. The CDC provides resources and technical assistance to help employers implement strategies suggested by their ScoreCard results.
The document discusses the future of work and key trends that will impact how and where we work in 2020. It identifies 7 major trends: globalization, an agile workforce, diversity, collaboration, efficiency and sustainability, work-life balance. By 2020, the workplace will provide a personalized social experience to attract and engage employees globally. Companies will need to emphasize learning agility, personalization, connectivity, innovation, inclusion and focus on important rather than urgent issues.
There are four key reasons to improve employee engagement:
1. To raise productivity - Engaged employees are two times more productive than satisfied employees. Improving engagement across a business can significantly increase overall productivity.
2. To reduce turnover - Four out of five employees are dissatisfied with their performance reviews and feedback processes. Improving feedback mechanisms can help reduce turnover by improving the experience for 80% of staff.
3. To improve service - Engaged employees are passionate about their work and will do whatever it takes to deliver great results and find solutions to problems. This leads to improved customer service.
4. To get the most out of all generations of workers - Employee engagement tools and practices should address compliance gaps and manage
Architecting the Future Digital Workplace to Create the Best Employee ExperienceDave Millner
The document discusses how organizations can architect the future digital workplace to create the best employee experience. It argues that digital transformation requires not just new technologies but new ways of working that empower employees. To maximize digital change, organizations need new capabilities like predictive analytics, personalized change experiences, and data-driven decision making. The best companies will create an employee experience focused on belonging, purpose, achievement and happiness through aligned talent practices, personalized experiences, meaningful jobs, and trust in leadership.
Exponential growth of technologies is fueling unprecedented innovation and transforming how work gets done, who does it and even what work looks like! As technology evolves, skills will become increasingly obsolete, making it critical that Learning leaders prepare their organizations for today, tomorrow, and beyond by reimagining traditional learning frameworks and equipping their workers with the new skills and capabilities to succeed in this digitized workplace ecosystem. To keep up with the rapidly evolving digital landscape, the skills and capabilities of the “Professional of the Future” must be accurately forecasted, intentionally developed and continuously refined. Learning needs to be dynamic, agile and embedded in the flow of work, enabling the professionals of the future to embrace the art of the possible. This session focuses on the technical skillsets and innately human capabilities core to the professional of the future and how reskilling can provide employees the opportunity to take on meaningful, enriching work in support of an organization’s mission and vision.
Learning Objectives:
Participants will understand the new realities of the digital world and how this digital transformation will impact the work to be done, who and how the work will be performed and where it will be done.
Participants will understand how to enable the workforce to deliver value in the new digital world by developing and nurturing human capabilities and technical skills.
Participants will understand the tactical solutions able to be used for continuous learning or reskilling on technical and human capabilities.
CASE STUDY: HYBRID (REMOTE+OFFICE) WORK APPROACHC&P COMPANY
We present a case study of implementation of the hybrid office-remote approach to work resulting in higher working performance & better work-life balance.
Analyzing the College Experience: The Power of Data in Higher Educationaccenture
By unleashing the power of analytics, institutions align resources, systems and strategy to use data to drive decisions related to key areas such as enrollment, student success and academic performance. Learn more: https://accntu.re/2JEY0wL
Accenture sustainability academy_overviewAndy Green
The Sustainability Academy provides online sustainability training to help organizations develop a sustainability mindset among employees. It offers courses, webinars, and articles on topics like economic impacts of sustainability. This flexible learning solution addresses skills challenges through affordable global access. By operating virtually, it also supports sustainability goals through reduced carbon emissions compared to in-person training.
Accenture has embarked on a journey to think about child welfare in a new way, and are committing to a Comprehensive Child Welfare Information System (CCWIS).
Emerging social, economic, and technology trends are changing the traditional models of work and careers as we have known them. Going ahead, these forces will significantly impact how, when, where, and by whom the work of the future will be executed, and result in work ‘travelling’ to people instead of the other way round.
Manish Telavane is applying for a position with the company. He has a Bachelor's degree in Management Studies from Mumbai University from 2007 and a Master's degree in Finance from Mumbai University from 2012. He has over 5 years of work experience in banking and finance, including positions at Axis Bank, TJSB Sahakari Bank, and Kotak Direct. His experience includes commercial loan documentation, credit administration, and sales management. He is interested in a career with opportunities for growth and contribution.
Innovation With a Purpose: Deploying Digital Technologies to Improve Outcomes...accenture
An Accenture survey found that citizens want more innovation from government agencies in delivering services. The survey revealed that employment services agencies have more capacity for innovation than other government segments due to operating within an ecosystem of innovative jobseekers and private sector employers. Accenture identified innovation leaders within human services agencies based on their performance in areas like strategy, ideation, execution, and impact. Innovation leaders place a strong emphasis on innovation as part of their culture and leadership and take a systematic approach to managing innovation projects.
Impact Report: Work-at-Home is Working in AsiaChris Greenough
Since Everise quickly transitioned to a home-based support model in March, our people have now had time to adjust to a work-from-home environment. This report seeks to answer critical questions leaders have about the long-term sustainability of a remote model in Asia focusing on key metrics.
This presentation was made for a webinar, by Viventis.
The document discusses improving corporate strategy through better research. It argues that most corporate strategy is bad because it involves too few people, relies on narrow context and data, and is not customer-centric. Better strategy requires better research that is collaborative, understands customer insights, and regularly involves leadership in customer research. The document suggests ways for researchers to get involved in strategic planning, such as sharing insights from customer research and connecting activities and budgets to corporate strategy.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
The document summarizes Scott Wilson's efforts towards more sustainable business practices. It discusses their drivers for embracing sustainability such as cost savings and reputation. It provides examples of internal sustainability activities including smart metering, recycling, and promoting cycling. It also discusses external sustainability services provided to clients in areas like green building and carbon management. Challenges mentioned include the current economy and promoting a common understanding of sustainability. Future opportunities include making further use of government support and expanding water management services.
This document discusses key trends from the Accenture Technology Vision 2021 report as they relate to higher education. It highlights how higher education institutions can become "Masters of Change" by embracing new mindsets and models for delivering on their mission through technologies like cloud, AI and intelligent platforms. The trends discussed include strategically architecting technology foundations, leveraging digital twins and simulations, democratizing technology access, supporting remote work and learning, and developing multiparty systems and data sharing through partnerships. The document emphasizes that higher education leaders must reinvent their approach and operating models to take advantage of these emerging technologies.
Værdien af Identity & Access Management, Jan Quach, AccentureIBM Danmark
This document summarizes an Identity & Access Management (IAM) presentation given by Jan Quach and Aditya Jayanthi of Accenture. It outlines Accenture's work with VELUX to define an IAM strategy and implementation approach. The presentation covers the companies' visions, Accenture's step-by-step approach, progress along the journey thus far including quick wins, and benefits realized. It concludes with dos and don'ts for successful IAM programs.
Getting to Equal 2018 - Spotlight on Young Leadersaccenture
The document discusses challenges facing young women in the workplace. It finds that within 5 years of working, young women already earn less than young men. By age 30, men are more likely to have reached manager or senior manager levels. Pay gaps persist, as young women are less likely to report pay increases than young men. Three factors exacerbate challenges for young women: less experience with digital technology, less access to professional training, and lack of mentors and networks. However, organizations with cultures of equality can help young women and men advance. Such cultures exhibit 40 workplace equality factors, especially 14 cultural drivers. Young women in these equal cultures have greater advancement, satisfaction, and retention. Creating equality unlocks human potential and benefits all.
Tailoring Your Resume For Today’S PantsuitsLaura Roybal
The document provides advice on tailoring resumes for today's job market. It discusses different resume formats including chronological, functional, and targeted resumes. It provides examples of professional profiles and how to structure experience, education, and affiliations sections. The document also discusses using social media and networking sites like LinkedIn to expand professional opportunities and find new roles. It emphasizes customizing resumes and online presence to specific roles and keeping materials up-to-date with changing technologies and job requirements.
The CDC Worksite Health ScoreCard is a 100-item tool to help employers assess the extent to which they have implemented evidence-based health promotion interventions at their worksites. It addresses domains like nutrition, physical activity, and chronic disease prevention. The tool was developed by the CDC in collaboration with experts and validated through field testing. Employers can use their scores on the tool to identify gaps and priorities for improving their worksite wellness programs over time. The CDC provides resources and technical assistance to help employers implement strategies suggested by their ScoreCard results.
Using Workforce Management to Provide Higher Quality CareDATIS
This presentation discusses the best strategies for delivering value-based care through efficient workforce management. Topics covered include:
-Value-based care delivery focused on costs, quality, and outcomes
-Using automation to more efficiently manage your workforce
-Increasing organizational visibility to see problem areas and opportunities
-Maximizing the potential of your workforce to produce more positive outcomes
Assessment 2
Quality Improvement Proposal
Overview:
Write a quality improvement proposal, 5–7 pages in length, that provides your recommendations for expanding a hospital's HIT to include quality metrics that will help the organization qualify as an accountable care organization.
Health care has undergone a transformation since the release of the Institute of Medicine's 2000 report
To Err Is Human: Building a Safer Health System.
The report highlighted medical errors as a contributing factor leading to poor patient outcomes. The Institute of Medicine challenged organizations to implement evidence-based performance improvement strategies in order to improve patient quality and safety. Multiple governmental and regulatory agencies, such as the Centers for Medicare and Medicaid Services (CMS) and the Agency for Healthcare Quality and Research (AHRQ), vowed to strengthen and improve incentives for participation, safety, quality, and efficiency in accountable care organizations (ACOs).
Health information technology (HIT) performs an essential role in improving health outcomes of individuals, the community, and populations. Health organizations, consumer advocacy groups, and regulatory committees have made a commitment to explore current and future opportunities that HIT offers to continue momentum to meet the Institute of Medicine's goal of improving safety and quality.
Understanding HIT is important to improving individual, community, and population access to health care and health information. HIT enables quick and easy access to information for both patients and providers. Accessible information has been shown to improve the patient care experience and reduce redundancies, thereby reducing health care costs.
This assessment provides an opportunity for you to make recommendations for expanding a hospital's HIT in ways that will help the hospital qualify as an ACO.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the relationship between care coordination and evidence-based data.
Recommend ways to expand an organization's HIT to include quality metrics.
Identify potential problems that can arise with data gathering systems and outputs.
Competency 3: Use health information technology to guide care coordination and organizational practice.
Describe the main focus of information gathering in health care and how it contributes to guiding the development of organizational practice.
Competency 4: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Write clearly and concisely, using correct grammar and mechanics.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Reference
.
This document provides an overview of a quarterly research eBook from the Human Capital Institute (HCI) called Talent Pulse. It explores trends and challenges in managing talent in areas like HR strategy and analytics, talent acquisition, learning and development, and management and leadership. Each quarterly issue focuses on one of these areas and includes statistically rigorous data analysis, expert interviews, and discussion of key topics determined by a survey of HR and business professionals. This particular issue focuses on the implications of the Affordable Care Act, use of HR data analytics, and workplace agility. It finds that while many organizations have addressed preparing for the Affordable Care Act, concerns remain regarding its unknown future impacts. It also reports that most
This document provides information about an upcoming Healthcare Operational Excellence Executive Sector Meeting taking place October 22-24, 2017 in Dallas, TX. It lists the event participants which include various healthcare executives from hospitals and medical centers. The document discusses why attendees should attend, including maximizing their time, finding proven solutions, accessing reliable information from senior healthcare executives, and networking opportunities. It also outlines the think tank session topics that will be discussed during the event.
Ahead of the marcus evans National Healthcare CNO Summit Fall 2020, Trisha Coady discusses the need to ensure all nurses are equally competent, and how it can be achieved in an under-resourced environment
Why is this essential? It springs from the eternal truth that the more you know your patients, the better you can respond to their current needs and predict what their future needs may be as well. The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily application. CRM Health Care consists of a wide array of software products that help healthcare organizations to maintain excellent relationships with their clients. CRM enables the health care industry to get essential customer information and use it as efficiently as possible. CRM thus enables the health care sector to improve patient health, increase patient loyalty and patient retention and add new services as well. The CRM Health Care Services include strategic planning, communication services, consulting services, CRM for physicians, Campaign management, Database construction, predictive segmentation, and communications strategies.
REPORT: How healthcare systems are optimizing their workforceMichele Ertl-Rosner
Healthcare industry survey and research showcase the most effective workforce management initiatives and key success factors. Features customer success stories focused on patient centered care and staffing.
This lecture discusses human resource management in healthcare organizations. It covers the types of healthcare organizations and jobs in the industry. The changing nature of healthcare is impacting HR with issues like financial constraints, talent shortages, and increased regulation. HR activities in healthcare include workforce planning, staffing, training, and ensuring compliance. Major challenges for HR include recruitment and retention of healthcare professionals. Research shows a relationship between employee satisfaction, which is influenced by factors like empowerment and relationships, and patient satisfaction outcomes.
HealthCare System EHR Governance Information Discussion.pdfsdfghj21
This document discusses establishing an information governance program to optimize an electronic health record (EHR) system. It provides an example of Hawaii Pacific Health, which focused on improving data quality and standardizing definitions to decrease costs and improve clinical quality. The summary discusses that an information governance program sets accountability and priorities for managing health system data and information assets. It also notes that executive support is important to establish a successful long-term information governance program.
This document defines health human resources (HHR) as people engaged in actions to enhance health, according to the WHO. HHR is a core building block of health systems and includes physicians, nurses, community health workers and more. Effective HHR has proper workforce training, size/distribution, addresses migration issues, and fosters collaboration and continuous learning. Governments can sustain HHR through compensation strategies, creating a supportive work environment, workforce planning, regulatory bodies, and ensuring career progression. Task shifting and mobile healthcare help increase access to care where resources are limited.
Health Care Change Managent Student’s NameProfessor’s ShainaBoling829
Health Care Change Managent
Student’s Name
Professor’s Name
Date
Health care
the healthcare facility in which I work is called Upper Hill Care located in California. Some of the characteristic that make our c healthcare facility distinct from others are tied to our culture which is characterized by
Friendly communications
Respects for all people
Embracing diversity
Equality and
Prioritizing the needs of our clients
Readiness for change
Our organization is always prepared for changes such as outbreaks of pandemics that can lead to surges in number of patients in various ways such as:
Training of employees on working in stressful environment
Having extra care equipment's like beds, ventilators and others
Preparing for risks through insurance covers ("Preparing for change in your organization: A how-to guide," 2019)
Some factors that prepare our firm for changes include. Flexible, secure infrastructure
Data mastery
Digitally savvy, open talent networks
Ecosystem engagement
Intelligent workflows
Unified customer experience
Business model adaptability
Again, a digital maturity model is essential for any organization undergoing change – especially those undergoing digital transformation.
3
Current challenge and opportunity for change
Some of the current challenges facing our healthcare facility include
Lack of adequate trained nurses and doctors
Financial deficits
Increased employee turnover
Misappropriation of the firm resources
Increased burden of medical errors
Low wages
Little time to spend with clients (Shannon Barnet, Molly Gamble, Heather Punke, Emily Rappleye, Ellie Rizzo and Tamara Rosin, n.d.)
According to the CareerBuilder survey, the provider shortage is hitting every healthcare organization in the country — especially when it comes to nurses. Forty percent of healthcare workers responded that they felt challenged by work overload at their jobs; the number jumped to 48 percent when the pool was limited to only nurses. The survey also identified a key turnover issue in healthcare workers taking on additional responsibilities above their comfort level. The provider shortage means fewer staff members must divide a significant workload, pushing some employees to the brink of exhaustion and decreasing job satisfaction considerably.
4
orpptunities
Some of the orpptunities available for the firm include
Diversifying the health care services
Opening new branches in other towns
Outsourcing employees form hiring agencies
Increasing research and development
Smart contracts among others (Medal, n.d.)
Evidence based idea for change
The evidence based idea for change is available for conditions like
Asthma
Heart failures and
Diabetes
The changes in the healthcare is believed to have potential of
Transforming clients and healthcare workers behavior
Minimizing case of asthma, heart failure and diabetes
Create a more conducive working environment
Increase customers satisfaction ("evidence for evidence-based practice implementati ...
9 Actionable Healthcare Tweets from HIMSS 2015Buddy Scalera
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Be sure to visit: http://www.slideshare.net/americanregistry
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HR's Strategic Shift - How to Leverage HR Technology to Drive Results for Your Healthcare Organization v.f
1. HR’s Strategic Shift
How to Leverage HR
Technology to Drive Results
For Your Healthcare
Organization
Guest Presenter: Marc Miller
President and Founder
Marc S Miller Associates
Webinar & Podcast Series
3. AGENDAWebinar Info
✓ We are informal (and fun)
✓ Ask Questions!
✓ Q&A Session at end
✓ HRCI Credit
✓ Slides will be available after
Healthcare Software Series
4. AGENDAAGENDA
Talent Management for Healthcare
✓ Recruiting
✓ Compensation & Total Rewards
✓ HR Service Delivery
The Sponsor
Thank You to our Webinar Sponsor!
Healthcare Software Series
HealthStream.com
5. Marc S. Miller
www.marcsmillerassociates.com
MARC S. MILLER as a thought leader, consultant,
speaker and author, is a nationally respected authority
on Human Resource Information Systems with over 35
years experience with all aspects of technology
solutions for Human Resources. His nationwide
consulting firm, a sole proprietorship, together with his
industry visibility, has made Marc S. Miller one of the HR
Technology industry's most recognized voices. He uses
his thought leadership, significant industry experience
and contacts to provide insight into the important
trends surrounding HR Technology. In great demand,
Marc has been a featured speaker and presenter at
numerous HR and HCM technology meetings both
industry focused and at many HRMS providers User
Conferences. His blogs and webinars are always well
viewed and attended. His recently published book,
"HeroicHR", now in its Second Edition, is in high
demand.
6. “VALUE” is gained by
leveraging technology to help
HR move from “Data
Management to Information
Craftsmanship”
EFFECTIVE “BUSINESS RESULTS”
MEANS GENERATING PROVEN AND
ACCEPTABLE “VALUE” – IN ALL ITS
FORMS…
8. THE 3 TOP CHALLENGES TO HR IN HEALTHCARE IN 2017
AS A RESULT… HR HAS TO BE IN A POSITION TO ADD VALUE
STAFFING APPROACHES / ENGAGEMENT
TRAINING AND CERTIFICATION COMPLIANCE
PAYROLL PROCESSING FLEXIBILITY
LEGISLATIVE AND TRANSPARANCY DRIVEN CHALLENGES
MOST DRIVEN BY HCAHPS
PATIENT SAFETY, EXPERIENCE AND SATISFACTION – RESULTS
STAFFING FOR EXPECTED SHORTAGES
RESPONDING TO CHANGING REGULATIONS
9. THE NEEDED ROLE OF HUMAN RESOURCES IN HEALTHCARE
HCAHPS PATIENT EXPERIENCE AND SATISFACTION SCORE
HOSPITAL CONSUMER ASSESSMENT OF HEALTHCARE PROVIDERS AND SYSTEMS
The Centers for Medicare & Medicaid Services (CMS), along with the Agency for
Healthcare Research and Quality (AHRQ), developed the HCAHPS Survey, also known
as Hospital CAHPS®, to provide a standardized survey instrument and data collection
methodology for measuring patients' perspectives on hospital care. The HCAHPS Survey
is administered to a random sample of patients continuously throughout the year. CMS
cleans, adjusts and analyzes the data, then publicly reports the results.
10. "HCAHPS will go a long way in changing attitudes. Now there is transparency. Now
there is so much more focus on patient satisfaction and quality outcomes. Patient
satisfaction is directly impacted by the competencies and behaviors of employees.
That is a key driver. As CEOs get more pressure to improve HCAHPS scores, there are
certain things you can do on the clinical side, but they are going to turn to the VP of HR
and say 'you need to help solve this.'"
Michael DiPietro - HealthcareSource
"HR needs to understand what the CEO needs, where the organization is headed to
better prepare itself, I know we talk about workforce shortages, but many of our
hospitals haven't seen it yet and if they aren't paying attention. Five years down the
road they are going to hit a wall where they don't have enough nurses or physicians.
People will be retiring at an astronomical rate and maybe HR hasn't done enough to
prepare or even to understand that this is coming down the pike."
Stephanie Drake Exec Dir ASHHRA -
American Society for Healthcare Human
Resources Administration
THE NEEDED ROLE OF HUMAN RESOURCES IN HEALTHCARE
11. PATIENT SAFETY
PATIENT SATISFACTION
COST CONTAINMENT
TALENT PIPELINE
RETENTION…. AND MORE
HR EXECUTIVES ASKED WHAT
THEY ARE DOING AND WHAT TECHNOLOGIES
THEY ARE USING…..
?
THE NEEDED ROLE OF HUMAN RESOURCES IN HEALTHCARE
12. POLL Question #2
What percentage of the work that you do in HR is
Administrative vs. Strategic?
• More than 75 % is Administrative
• More than 50 % is Administrative
• About a 50/50 split
• Greater than 50 % is Strategic
13. ASHHRA SURVEY: 2016 - Influences for Retaining Top Talent
at Health Care Organizations
Having a clear career path is one of the most powerful influences for retention and
is highly valued by millennial and older workers alike. “Opportunities to advance”
is the most important influence on retention, a 2016 ASHHRA survey[iv] found
(see Figure 1). Compensation was third. Compensation also ranked third among
millennials when asked what they cared about most when applying for a job,
behind benefits and flexible working hours.
14. Top 10 HR Challenges Through 2017
1. Managing talent
2. Improving leadership development
3. Managing demographics (MILLENIALS)
4. Delivering on employee ENGAGEMENT
5. Managing change and cultural transformation
6. Enhancing the USER (LET’S ADD “PATIENT”)
EXPERIENCE
7. Transforming HR into a strategic partner
8. Improving performance management/rewards
9. Managing globalization
10. Managing work/life balance
MUCH OVERLAP BETWEEN THESE TWO SURVEYS
15. STAFFING CHALLENGES IN HEALTHCARE
HIRE THE BEST PEOPLE – behavior based interviewing
Build stronger engagement programs
Conduct ongoing employee surveys – attitude surveys etc.
Seek and train on “specialty” and patient “soft skills”: look for best
applicants and internal employees who FIT CULTURE
Implement Assessment performance programs
Implement Mentoring, Leadership development and Coaching programs
Formalize COLLABORATION efforts with Marketing, IT and Finance
TO MEET THESE STAFFING CHALLENGES – HR MUST:
Projected shortage at all levels of HC – MD’s, Nurses, and
administrators.
Retirements due to: age, burnout/stress: and movement to smaller
Medical practices
Increased and unmet demand for “specialty” skills and “soft” skills
Labor pool of well trained HC workers who are experienced is
diminishing
16. TRAINING AND CERTIFICATION CHALLENGES IN HEALTHCARE
Track All required Training and Certifications for all HC staff, at all required
levels
Maintain current CEUs – know which Licenses and Certifications are near
expiration.
Provide training on specialty skills and procedures
Provide training on Patient contact/soft skills – listening, empathy,
emotion control
Strive to attract younger workers into your organization by showing them
a meaningful career path
TO MEET THESE STAFFING CHALLENGES – HR MUST:
Collaborate with marketing
Collaborate with IT for education and training on Medical Records and Cyber
security awareness
Maintain an HRMS for all Job, performance, time and Attendance and training.
Utilize a LMS if needed.
Understand the current staffing situation and needs of the overall organization.
Generate INFORMATION AND METRICS – reports and charts. – IDENTIFYING SKILL
GAPS AND TURNOVER TRENDS.
17. PAYROLL CHALLENGES IN HEALTHCARE
Administer an integrated HR/Payroll / Benefits HRMS
Provide Employee and Manager Self Service workflows
Provide access on multiple devices
Utilize the services of a third payroll – outsourced- Payroll
provider
TO MEET THESE STAFFING CHALLENGES – HR MUST:
Accomplish payroll processing for multiple RATES of Pay, and
Multiple work schedules for ALL EMPLOYEES – EXEMPT AND
NON-EXEMPT
Address Union requirements affecting work schedules and
payroll
Be able to handle job sharing, part time and seasonal /
temporary staff.
18. LEGISLATIVE AND TRANSPARANCY DRIVEN CHALLENGES
Update all appropriate systems on ICD – 10 CODES
STAY CURRENT ON AFFORDABLE CARE ACT requirements
Keep appropriate staff well versed in HIPAA and other Medicare and
Medicaid Patient protections.
Understand and implement any new DOL regulation for White Collar
exemptions for overtime pay.
ASSESS THE IMPACT OF YOUR ORGANIZATIONS HCAHPS survey results
and score
IN GENERAL….RECOGNIZE THE SHIFT:
“from VOLUME TO VALUE-BASED CARE – COLLABORATION BETWEEN
HUMAN RESOURCES AND ALL OTHER DEPARTMENTS OF THE HEALTHCARE
ORGANIZATION WILL BE CRITICAL” (source: The Health Career Center, 2016)
19. “Information responsibility… begins with correctly
identifying the information you need to effectively
carry out your job … extends to insuring that the
information flows to people who stand to benefit from
it, and in a form those people will readily understand.
“Increasingly, the measure of the executive will not
be his ability to interpret data, but his ability to define
and exploit information.”
Peter Drucker
“Across the Board”
December 1991
SO, WHERE DOES VALUE COME FROM?
20. Basic
Personnel
Services
Control and
Compliance
Strategic
Expertise
A very long
time ago
A while ago Recently – last
5-10 years
Bureaucratic and
administrative
aspects of dealing
with employees -
PERSONNEL
Aspects of dealing
with unions (1930s
and 1940s in U.S.)
Dealing with
discrimination and
other US Federal
Legislations - (1960s
till present day)
Take a business
perspective in
compensation, benefits,
recruiting and staffing,
succession planning
Organizational
effectiveness,
business planning,
workflow, best practices
Apply behavioral science
knowledge for recruiting,
evaluating, compensation,
Training, change
management and DO
workforce modeling and
forecasts
Administrator
Enforcer
EXPERT
Onboarding,
Engagement,
Workforce
Analytics /
Metrics /
predictive
analytics
Strategic
Workforce /
Talent
Management
IMPORTANCETOTHEORGHR’s Evolving Role
HR TECH
21. Employee & Manager Self-Service (ESS/MSS)
Forecasts & Trends via Dashboards
Web-Delivered:
Time Capture & Reporting
Performance & Career Development
Job Posting, Recruiting, Hiring & On-
boarding
Web-based:
Work Group Collaboration
Workflow and best practices
Remote Location 24/7 Access via Mobile
Some interaction with Social Media sites
“Value” is Achieved with HR Technology…
Cost Reduction
Cycle Time Reduction –
Processing Efficiencies
Improved Information
Full Compliance at all
levels
Increased Capabilities &
Functionality
Enhanced Employee
Engagement
Data Quality Near 100%
“Big Picture” – Business
Metrics Easily Available
22. HR’s Hierarchy of INFLUENCE/Value
Analytics
Evaluation
Engagement
IT & Telecom /
Facilities & Security /
Workforce Mgmt & Planning /
Labor Allocation / Procurement
Government Compliance:
Environmental Mgmt & OSHA /
Social Media Policy and Procedures
Recruitment / Employment /
Compensation / Benefits / Learning Mgmt
/ Performance / Workforce Development /
Time & Attendance / Payroll /
Regulatory Requirements
TACTICAL
ENTERPRISE SUPPORT
“GAME CHANGING”
STRATEGIC INFLUENCE
Getting to
“Policy and
Planning”
23. IMPACT OF BUSINESS ALIGNMENT
Aligning HR
to impact . . .
. . . Key organization
success drivers to build . . .
. . . Organization
capabilities that address
business challenges to
create . . .
. . . Improved
business performance
and increased value
The 5 “success drivers”
must be aligned from top
to bottom: PEOPLE, PROCESS
TECHNOLOGY, STRUCTURE and
CULTURE
25. “The Portal”
A Personalized
“My
WORK/LIFE”
Gateway
Work/Life Web Site
An employee or enterprise “portal” will improve the quality
of HR service delivery by providing:
Single point of access
intuitive user experience
Consistency of information, procedures,
and transactions
Faster transactions via built in workflow
Increased employee productivity and morale
A channel to facilitate change management and culture
alignment
Resulting in:
Reduced costs
Re-enforcing a “high tech” culture, appealing to new
generation workers – Gen X, Y and Millennial
“The Sticky Workplace,” which retains quality people
An effective EMPLOYEE SELF SERVICE STRATEGY (ESS) as well as MANAGER SELF
SERVICE (MSS) results in lower costs, increased value to the business, and
improved work/life balance for employees.
THE VISION
26. THE VISION
Internal /
External
Users
Business
partners
Applicants Employees Managers Retirees
Knowledge
Based
Systems
Core HRMS
Systems
Foreign
Local
Payroll
Systems
HR
ADMINISTRATION
AND
POLICIES
Access Technologies
Desktop
Web
Social media
“The Portal”
A Personalized “My
WORK/LIFE” Gateway
Laptop Tablet
Smartphone
27. THE VISION – AVAILABLE TODAY from any number
of effective and proven HRMS VENDORS!
ONE “SYSTEM OF RECORD”
SINGLE SIGNON
IMMEDIATE ACCESS BASED ON
ROLES AND RULES
IMMEDIATE REPORTING
HISTORY VIEWED
WORKFLOW EMBEDDED
“BEST PRACTICES”
ESS AND MSS
INTUITIVE NAVIGATION
INTERGRATED FUNCTIONALITY
DASHBOARDS AND METRICS
28. Administrative efficiencies resulting in cost reduction
Leadership development
Overall alignment with the organizations’ strategies, mission,
goal and vision.
High service quality to all customers (stakeholders)
Responsiveness
Risk Management
Talent management, identification and acquisition, and a
pipeline
Effective leveraging of technology to all appropriate functions
within the realm of HR, Payroll and Benefits
“VALUE CREATION”!
HEALTHCARE CEOs, Boards & Stakeholders
expect…
29. HR portal – Employee/Manager Self-Service
Taking advantage of SaaS, Web based Employee
Portals
Entry/modification of personal data
System driven processing of a majority of HR
transactions
Personalized – Role based
Interactive – Manager ‘in box”
Work-flow driven
Tablet and/or Smartphone enabled
Direct access by employees to Benefits
providers websites
Integration to company’s web portal
Performance Management, Employee Goals
Succession Planning, Competencies
Version of software always current
Technology and outsourcing enable this shift to
the mindset of “value” creation…..
30. Economic indicators
Organizational financials
HEALTHCARE
PERFORMANCE (HCAHPS
Scores) – patient
experience etc.
The workforce and its
utilization – TURNOVER and
Pipeline,
RETENTION STRATEGIES
ENGAGMENT PROGRAMS
The marketplace
Competitors
Acquisitions and mergers
Technology development
Human resource programs
and measurement
HR should try to
provide this……..
HEALTHCARE CEO’s and Senior Level
Executives want actionable INFORMATION
that assesses and reacts to……
31. 1. How do we retain our best nurses? Do we even know who they
are? What do we have that keeps them from leaving us to join
the hospital less than 10 miles away?
2. Why are our patients complaining about the attitude of our
care providers
3. How do we attract the Millennials entering the HC profession?
4. Is our pay structure for our first line HC nurses in line with other
HC entities?
Reasonable questions? How much information
can you provide? How long will it take you?
Healthcare Executives ask HR executives…
32. What COUNTRY do we go into next?... And WHAT
do we do there????
AND how was it responded to… who did what
to get the answer??????…. Let me tell you
about it…
One of the most Strategic question EVER asked by
a CEO ……(in my opinion)
Cargill Corporation - CEO
HR must see the BIG PICTURE AND KNOW THE ORGANIZATION AS A WHOLE
33. “Information Craftsmanship”Data Management
Data Analysis
C-Level Stakeholders Want Information NOT
Data
Data Analysis
Static, aging, past, reactive,
transaction-based
Evaluate costs already
spent
Analyzing/presenting
How many? Which?
What groups?
Based on past transactions
Data
Costs
Analysis
Strategic Support
Forward view, projections,
forecast, proactive, model-
based
Future costs estimated
Future value estimated
Estimating future total and
formulating scenarios
based on historical trends
and other influences
From
Static to
Strategic
35. What is overall condition of the company? Business Unit? HR?
The Performance Metrics (aka - KPI’S) that HR should
measure MUST address the “Business”
Are we meeting Strategic Needs?
Are we helping to deliver on corporate
strategy and direction?
Are we meeting our Customers’ Needs?
Are we optimizing our Service Delivery
Process
Are we contributing to the company’s
financial goals and overall well being?
In HEALTCARE – CUSTOMERS = BOTH PATIENTS AND STAFF
36. Strategy
Internal Business
Perspective: What
are we doing well?
Financial Perspective:
How do we look to
shareholders?
Growth & Learning
Perspective: Can we
continue to improve
& create value?
Customer
Perspective: How do
customers see us?
Goals & Measures
✓Market Share
✓Brand Strength
✓Sales Trends
✓Customer
Satisfaction
✓Customer Loyalty
Goals & Measures
✓Earnings per Share
✓Price Earnings Ratio
✓Budget Accuracy
✓Growth Revenue
✓Gross Margin
✓Company stock price
versus competition
✓Profit-Employee
Ratio
What C-Level Executives Are CONCERNED ABOUT:
Goals & Measures
✓Design to Market
Cycle
✓First to Market %
✓New Product Ratio
✓Competency
Change Rate
✓Development
Activities Exist to
Meet Business Needs
✓% Ready Successors
Goals & Measures
✓Delivery Performance
✓Workforce Productivity
✓Process/ workflows
efficiencies / Quality
✓Compliance
✓Business Strategies
✓Talent pipeline
✓Workforce
competencies
✓Turnover Rate
✓Job Fill Rate
37. Metrics must be provided in support of the roles, responsibilities of different
constituencies that require INFORMATION.
Specific Performance Metrics for HEALTHCARE
OPERATIONAL METRICS HUMAN RESOURCES/WORKFORCE
A/R DAYS DUE TO CODING TURNOVER – projections
OUTLIER AVE LENGTH OF STAY ENGAGEMENT
INVENTORY TURNS FOR HIGH
COST ITEMS
SUCCESSION PLANNING
INVENTORY LOSS DUE TO
EXPIRATION
CERTIFICATION STATUS
REGISTRATION/ADMISSION
ERROR RATE
SKILLS AND COMPETENCIES
IT METRICS TRAINING TAKEN/NEEDED
TICKET RESOLUTION SPEED
USER ADAPTION
SERVICE REQUESTS
38. Human Capital Revenue Factor (HCRF)
Total Revenue / Full Time Equivalent (FTE)
Human Economic Value Added (HEVA)
(Net Operating Margin – Cost of Capital) / Full Time
Equivalent (FTE)
Human Capital Cost Factor (HCCF)
W2 Pay + Cost of Contingent Labor + Cost of
Absenteeism + Cost of Turnover
Human Capital Value Added (HCVA)
Operating Revenue – (Operating Expenses – Pay and
Benefits) / FTEs
Human Capital Return on Investment (HCROI)
Operating Revenue – (Operating Expenses – Pay and
Benefits) / Pay and Benefits
HR Operations & Performance Metrics
39. ONE OF THE FIRST LISTINGS OF
VALUABLE HR METRICS:
Benefit Factor (% of total salary)
Cost per Hire
Employee Cost Factor
Human Capital ROI
HR Headcount Ratio
Income Factor
Management Ratio
Revenue Factor
Training Cost Factor
Voluntary Separation Rate
40. Using Workforce Analytics to manage TALENT
Make Smarter
Hiring Decisions
Retain Key Talent Connect People
Performance to
Business
Performance
Quality of Hire
Recruiting Channel
Effectiveness
Attract & Source
First Year Effectiveness
First Year Turnover
Compa-/Market Ratios
Retirement &
Succession Planning
Turnover by
Performance / other trends
Value Creator Profiles
Engagement: HR Prog &
Bus Outcome
Return on Talent
Acquisition
Investment
Cost of Days Lost Per
Employee
Value Created (Quotas,
Productivity, Margin...)
Predictive Analytics
41. Acquisition
Cost per hire
Time to fill jobs
Total Number of New Hires
Total number of replacement staff
Quality of new hires
Financial
Average Total labor cost as a percentage of
operating expense
Pay per employee
Benefits cost as a percent of pay
Average performance score as compared
to revenue per FTE
Human Economic Value Added (HEVA)
Retention
Total separation rate
Percentage of voluntary
separation to total separations
Separations by length of service
Percentage of separations among
“key” performers
Cost of turnover
Development
Training cost as a percentage of payroll
Total training hours provided
Average number of hours of training/FTE
Training hours by functions
Training ROI
TALENT ANALYTICS
42. The Logic Chain: Why Metrics & Workforce
Analytics Are Critical… and create VALUE!!!!
HR metrics and analytics emerge from an information system
Managers make different and better decisions as a result of
information
Decisions have impact on company’s strategy and goals
Goals and Strategies aim for Value Creation
Value Creation leads to efficiencies
Efficiencies usually lead to improved company performance
(Revenues, Sales, Stock) ….. MEANING “VALUE”
Thus the demand for more INFORMATION, METRICS AND
WORKFORCE ANALYTICS!!
43.
44. Web delivered – SaaS – “Software as a Service”
Employee Self-Service and Manager Self-Service (ESS/MSS) – web
delivered – “MyPortal”, Manager’s “in box”
Best practices and workflow built in, with templates provided
Email triggers and notification for action alerts and process steps
Functionality encompassing most functions within HR including Payroll
and Benefits
A comprehensive “library of standard reports”
Ad hoc Report Writer (user oriented)
Metrics and “Dashboard” graphical presentation
“Drill down” capability – underlying data at a “click”
Tables - changeable/manageable by end user or by a trained “power user”
Effective date processing – future and retroactive
Security based on rules and end user roles
Features and Functions within HR Technology delivery
45. Leverage HR Technology to reduce drastically time spent on administrative
tasks
Shift responsibilities to employees, managers and other HR team members
so you can shift focus to strategic planning
Require high performance and service from existing vendors and service
providers
Redefine your mission to include only those functions that really matter
Find ways to outsource important functions that are critical, but not core,
to the corporate mission
Find service providers that can deliver a number of these functions more
efficiently while supporting the mission of the company
Deliver Dashboards displaying Metrics that show trends over time
Grab new roles such as Workforce Cyber Awareness that might not be
considered an HR issue, but should be.
HR and HR Technologists: your “To Do” list…
46. SUMMARY : KEY WORDS….. AND CONCEPTS
VALUE DRIVEN : do everything within HR that OTHERS will
see generates ACCEPTABLE BUSINESS IMPACT.
GET THE DATA, MAKE SURE IT IS “GOOD” DATA
BE PROACTIVE …. KNOW YOUR ORGANIZATION, NOT JUST
YOUR FUNCTION
USE TECHNOLOGY: DEMAND EXPERT SERVICE FROM
PROVIDERS
SEEK METRICS, THEN SEEK THE UNDERLYING
“INFORMATION” BY UTILIZING “ANALYTICS”
DON’T WAIT TO BE ASKED, PUSH YOUR CAPABILITIES,
MARKET THE IMPORTANCE OF HR
49. “Heroic HR”
You can purchase a copy
for $19.95 at:
www.marcsmillerassociates.com
www.Ihrimpublications.com
www.Futurapublishing.com
SECOND EDITION
47