Derbyshire Community Health Services Foundation Trust piloted a new process of using factual references through the Electronic Staff Record system to streamline recruitment. This reduced the time to receive references to an average of 1.4 days compared to 18 days previously. It saved recruiting managers time by automating reference requests and removed subjective information. The pilot was successful and factual references will now be implemented for all recruitment across the trust.
This document provides a summary of projects completed by Karen Carswell and Kamal Babrah to achieve Lean Six Sigma Black Belt certification. It describes work done with the North Bay Nurse Practitioner Led Clinic to improve primary care access, efficiency, and process improvement. The summary includes defining issues around access to care, analyzing root causes using tools like value stream mapping and fishbone diagrams, implementing solutions like group intake and standard work, and tracking metrics to measure improvements in access, wait times, and data quality.
This document contains a summary and resume for Mohamed Alzain. It outlines his contact information, objective of seeking a challenging position utilizing his medical expertise and innovative ideas. It then details his experience as a Service and Projects Manager installing medical equipment and furniture in various Qatari hospitals. It lists his responsibilities, skills, education and professional training related to managing medical projects and equipment.
HR Services of CBUS provides recruitment, consulting, and outsourcing services. Their core recruitment services include executive search, permanent staffing, and temporary/flexible staffing. Their consulting services include HR systems setup, strategy framing, and statutory compliance advisory. Their outsourcing services allow clients to outsource HR functions like payroll processing, recruitment, and statutory compliance to reduce costs and access expert skills.
This document discusses dependent eligibility audits, which involve third-party vendors verifying that dependents enrolled in an employer's health plan meet the plan's eligibility requirements. It covers:
1) Why employers conduct these audits, which is typically to identify ineligible dependents and save costs while preserving benefits.
2) The typical four stages of an audit: planning, verification where documentation is requested, a grace period, and follow through of removing ineligible dependents.
3) Key factors that impact the potential savings from an audit, such as industry, response rate, communications quality, and timeframe. On average, audits find 8% of dependents to be ineligible, saving $3,000
The document proposes improving employee motivation and morale at ABC Regional Hospital. It notes low motivation and morale can negatively impact patient safety and quality of care. A proposal is made to research methods to boost motivation and morale through literature reviews, employee surveys, and interviews. The research will analyze costs and benefits of different programs to recommend strategies. A timeline is provided to complete the research and report by September 14th. The goal is to enhance patient outcomes and the hospital's financial position by increasing employee motivation and morale.
Save Money and Enhance Productivity with HR OutsourcingInsideUp
Outsourcing HR functions can provide cost savings and allow companies to focus on core business processes. Common HR functions that are outsourced include payroll, benefits administration, and legal services. While outsourcing has advantages like reduced costs and increased productivity, disadvantages include potential loss of confidential employee data and lack of face-to-face communication with employees. Companies should research potential providers carefully to find one that can meet service level agreements and comply with regulations.
HR Webinar: Benefits Update: 2020 Open Enrollment ConsiderationsAscentis
As we enter the busy Open Enrollment season for 2020 coverage, as a professional community, we face more uncertainty than in any year in recent memory. While the ACA still governs the design and administration rules of most healthcare plans, exceptions are now available for some employers. The individual mandate is effectively repealed, impacting both employee plan selection behavior and ACA reporting requirements. The relatively simple and straightforward subject of Health Reimbursement Accounts (HRAs) has morphed into a complex assortment of financial vehicles (QSEHRAs, ICHRAs, EBHRAs). And as Wellness Programs are gaining near-universal popularity, some big-name employers are in the news for toeing the line of the design rules for these plans. In this session, we'll review some key and late-breaking developments benefits professionals need to know!
This document provides a summary of projects completed by Karen Carswell and Kamal Babrah to achieve Lean Six Sigma Black Belt certification. It describes work done with the North Bay Nurse Practitioner Led Clinic to improve primary care access, efficiency, and process improvement. The summary includes defining issues around access to care, analyzing root causes using tools like value stream mapping and fishbone diagrams, implementing solutions like group intake and standard work, and tracking metrics to measure improvements in access, wait times, and data quality.
This document contains a summary and resume for Mohamed Alzain. It outlines his contact information, objective of seeking a challenging position utilizing his medical expertise and innovative ideas. It then details his experience as a Service and Projects Manager installing medical equipment and furniture in various Qatari hospitals. It lists his responsibilities, skills, education and professional training related to managing medical projects and equipment.
HR Services of CBUS provides recruitment, consulting, and outsourcing services. Their core recruitment services include executive search, permanent staffing, and temporary/flexible staffing. Their consulting services include HR systems setup, strategy framing, and statutory compliance advisory. Their outsourcing services allow clients to outsource HR functions like payroll processing, recruitment, and statutory compliance to reduce costs and access expert skills.
This document discusses dependent eligibility audits, which involve third-party vendors verifying that dependents enrolled in an employer's health plan meet the plan's eligibility requirements. It covers:
1) Why employers conduct these audits, which is typically to identify ineligible dependents and save costs while preserving benefits.
2) The typical four stages of an audit: planning, verification where documentation is requested, a grace period, and follow through of removing ineligible dependents.
3) Key factors that impact the potential savings from an audit, such as industry, response rate, communications quality, and timeframe. On average, audits find 8% of dependents to be ineligible, saving $3,000
The document proposes improving employee motivation and morale at ABC Regional Hospital. It notes low motivation and morale can negatively impact patient safety and quality of care. A proposal is made to research methods to boost motivation and morale through literature reviews, employee surveys, and interviews. The research will analyze costs and benefits of different programs to recommend strategies. A timeline is provided to complete the research and report by September 14th. The goal is to enhance patient outcomes and the hospital's financial position by increasing employee motivation and morale.
Save Money and Enhance Productivity with HR OutsourcingInsideUp
Outsourcing HR functions can provide cost savings and allow companies to focus on core business processes. Common HR functions that are outsourced include payroll, benefits administration, and legal services. While outsourcing has advantages like reduced costs and increased productivity, disadvantages include potential loss of confidential employee data and lack of face-to-face communication with employees. Companies should research potential providers carefully to find one that can meet service level agreements and comply with regulations.
HR Webinar: Benefits Update: 2020 Open Enrollment ConsiderationsAscentis
As we enter the busy Open Enrollment season for 2020 coverage, as a professional community, we face more uncertainty than in any year in recent memory. While the ACA still governs the design and administration rules of most healthcare plans, exceptions are now available for some employers. The individual mandate is effectively repealed, impacting both employee plan selection behavior and ACA reporting requirements. The relatively simple and straightforward subject of Health Reimbursement Accounts (HRAs) has morphed into a complex assortment of financial vehicles (QSEHRAs, ICHRAs, EBHRAs). And as Wellness Programs are gaining near-universal popularity, some big-name employers are in the news for toeing the line of the design rules for these plans. In this session, we'll review some key and late-breaking developments benefits professionals need to know!
The document is a report analyzing employee morale at ABC Regional Hospital and providing recommendations to improve it. It finds that low employee morale is contributing to declining patient satisfaction scores, safety events, and accreditation findings. Surveys and interviews show high stress, low satisfaction, and increasing turnover among employees. The report recommends programs and methods to boost morale and engagement, thereby improving patient outcomes and the hospital's financial performance. It provides a timeline for implementing the recommendations with minimal resources required.
Siddhesh Sudhakar Bane is a KPO/BPO professional with over 11 years of experience in the US healthcare industry including roles in medical coding, compliance, and revenue cycle management. He has expertise in project management, operations management, and people management. Currently he works as a manager for NDS InfoServ where he helps develop their computer assisted coding application and supports business development.
Dialysis Centers: Automating and optimizing the workforce scheduling of patie...Einstein II
Workforce scheduling of patient care staff that include Registered
Nurses, licensed practical nurses and patient care technicians, who
provide dialysis treatments to patients is critical and complex for dialysis
centres. The recent reforms and regulatory pressures in the industry don’t
seem to help either. These regulatory reforms are forcing dialysis centres
to revisit their margins and costs in an unprecedented manner.
This document outlines biographies for several individuals who served as judges for the 2016 Allocate Awards. It provides brief descriptions of each judge's background, qualifications, and current or most recent role within the healthcare sector. The judges represented a variety of organizations, including NHS Improvement, NHS Employers, Nursing Times, Southampton Business School, the Department of Health, Good Governance Institute, and Dell Healthcare & Life Sciences.
1. HR outsourcing, through a professional employer organization (PEO), can provide considerable cost savings and productivity gains by taking over HR tasks like benefits administration, payroll processing, and compliance.
2. A PEO acts as a co-employer by contractually sharing employer responsibilities with the client company. This allows the client to focus on its core business while the PEO handles employee-related functions.
3. Insperity is an HR outsourcing provider that has over 25 years of experience offering comprehensive HR and performance solutions to help businesses grow and become more profitable.
The document discusses outsourcing HR functions to a consultant. It notes that companies often outsource HR when starting out small or when they reach a size where professional input is needed to make the department more cost effective. Outsourcing HR services can provide cost savings, standardized processes, and efficient service. Common functions outsourced include recruitment, policy making, strategy planning, and more. The consultant, ICE, provides these outsourced HR services so clients can focus on their core business while enjoying the benefits of professional HR support.
This software proposal summarizes a user-friendly software that can assist companies by reducing workloads and operational costs. The software has capabilities to help reduce the number of employees needed. SRRK IT Limited aims to help companies go digital and make their work easier through this new software. The proposal describes the software's features and demonstrates its functions.
Outsourcing has become a major global trend in the last decade as businesses of all sizes look for opportunities to reduce costs and improve operational performance by using cost effective labor and resources in whatever part of the World they are located. The expanding reach of the Internet and growth of online collaboration tools mean that outsourcing is easier and more effective than ever before.
Outsourcing is when a firm contracts an independent contractor to perform certain tasks or activities. Common outsourced activities include IT, HR, manufacturing, and R&D. HR outsourcing involves an outside party performing some or all HR functions. While outsourcing can reduce costs and preserve culture, it can also result in loss of control and institutional knowledge. Managers generally outsource interactions and information gathering but not decision making. The type of outsourcing relationship depends on factors like asset specificity and uncertainty. HR outsourcing commonly includes payroll, benefits, workforce administration, and talent services like recruiting and training. Trust, confidentiality, commitment and flexibility are important factors in outsourcing relationships.
The document discusses HR outsourcing. It defines outsourcing as contracting an independent contractor to perform tasks or activities that a company lacks internal expertise or confidentiality to handle. Companies outsource HR functions to reduce costs, add value, and focus on talent management. Common HR functions that are outsourced include recruitment, training, performance management, compensation, and safety. While outsourcing provides cost savings and expertise, it can also reduce organizational learning and control. Factors that can hamper HR outsourcing include cost, confidentiality concerns, job security fears, and vendor quality issues.
HR outsourcing involves contracting specialized third party providers to handle certain HR activities like recruitment, benefits management, and training. This allows companies to focus on core business goals while gaining expertise, flexibility, risk-sharing, and potential cost savings. However, outsourcing impacts in-house HR professionals and employees. It also carries risks if provider quality declines or switching costs rise. Therefore businesses should outsource carefully and keep some strategic HR functions like planning and appraisal in-house.
re|solution provides revenue cycle solutions to healthcare providers to improve cash flow and financial results. They offer customized on-site services including cash acceleration, staff training and mentoring, interim staffing, and insourced business office management. re|solution guarantees to increase net cash for clients by finding unpaid claims, improving processes, and establishing efficient operations.
Robust workforce planning: dealing with uncertaintyC4WI
Slides from International Health Workforce Collaborative conference 2013 dealing with five main trends:
Challenges of health workforce modelling
Robust workforce planning framework
System dynamics modelling
Translation into policy and decision-making
Where next?
This document discusses the benefits of recruitment process outsourcing (RPO) and recommends HealthCare Talent's RPO services. Key benefits of RPO include reduced time-to-hire, lower recruitment costs, improved candidate quality, and increased new hire retention. HealthCare Talent's RPO offering provides metrics on recruiting activities and places emphasis on processes and outcomes, resulting in improved accountability and best practices. Implementing their RPO services can help organizations focus on core competencies while gaining control over recruitment costs, processes, and results.
Center for the Future of Surgery Intake Process ProblemAwonti etoo
The Center for the Future of Surgery (CFS) at the University of California, San Diego is losing money due to inefficiencies in their scheduling and intake processes. They currently use Microsoft Office applications like Word, Excel, and Outlook for scheduling, which are not well-suited for medical scheduling. A custom-built software solution using a MySQL database is recommended to allow for online scheduling, appointment histories, and alerts for schedule changes. This new system would save the CFS approximately $206,000 per year in cancellations and labor costs while only requiring one scheduling liaison instead of two. The upfront cost of the new system is around $45,000. The new system would improve customer and employee satisfaction
Challenges and opportunities facing the future health workforce (2013)Grant Fitzner
What are the challenges of workforce planning in England, and what constitutes a more robust approach? This is a 2013 presentation, outlining the Centre for Workforce Intelligence's approach when I was its Director of Analytics. For more detail on our methodology please have a look at the CfWI Technical Paper series.
Note: The Centre's contract with the Department of Health ended in March 2016. Some of its analysts and functions were brought in-house by DH. The Centre's website is archived here: http://webarchive.nationalarchives.gov.uk/20161007101116/http://www.cfwi.org.uk/
Best Nutritious Fruits to Eat During PregnancyMedisys Kart
When any women get pregnant, she thinks many times before eating anything. It is done in order to provide the protection to yourself and your growing baby in the womb. Here are Best nutritious fruits to eat during pregnancy.
The document is a report analyzing employee morale at ABC Regional Hospital and providing recommendations to improve it. It finds that low employee morale is contributing to declining patient satisfaction scores, safety events, and accreditation findings. Surveys and interviews show high stress, low satisfaction, and increasing turnover among employees. The report recommends programs and methods to boost morale and engagement, thereby improving patient outcomes and the hospital's financial performance. It provides a timeline for implementing the recommendations with minimal resources required.
Siddhesh Sudhakar Bane is a KPO/BPO professional with over 11 years of experience in the US healthcare industry including roles in medical coding, compliance, and revenue cycle management. He has expertise in project management, operations management, and people management. Currently he works as a manager for NDS InfoServ where he helps develop their computer assisted coding application and supports business development.
Dialysis Centers: Automating and optimizing the workforce scheduling of patie...Einstein II
Workforce scheduling of patient care staff that include Registered
Nurses, licensed practical nurses and patient care technicians, who
provide dialysis treatments to patients is critical and complex for dialysis
centres. The recent reforms and regulatory pressures in the industry don’t
seem to help either. These regulatory reforms are forcing dialysis centres
to revisit their margins and costs in an unprecedented manner.
This document outlines biographies for several individuals who served as judges for the 2016 Allocate Awards. It provides brief descriptions of each judge's background, qualifications, and current or most recent role within the healthcare sector. The judges represented a variety of organizations, including NHS Improvement, NHS Employers, Nursing Times, Southampton Business School, the Department of Health, Good Governance Institute, and Dell Healthcare & Life Sciences.
1. HR outsourcing, through a professional employer organization (PEO), can provide considerable cost savings and productivity gains by taking over HR tasks like benefits administration, payroll processing, and compliance.
2. A PEO acts as a co-employer by contractually sharing employer responsibilities with the client company. This allows the client to focus on its core business while the PEO handles employee-related functions.
3. Insperity is an HR outsourcing provider that has over 25 years of experience offering comprehensive HR and performance solutions to help businesses grow and become more profitable.
The document discusses outsourcing HR functions to a consultant. It notes that companies often outsource HR when starting out small or when they reach a size where professional input is needed to make the department more cost effective. Outsourcing HR services can provide cost savings, standardized processes, and efficient service. Common functions outsourced include recruitment, policy making, strategy planning, and more. The consultant, ICE, provides these outsourced HR services so clients can focus on their core business while enjoying the benefits of professional HR support.
This software proposal summarizes a user-friendly software that can assist companies by reducing workloads and operational costs. The software has capabilities to help reduce the number of employees needed. SRRK IT Limited aims to help companies go digital and make their work easier through this new software. The proposal describes the software's features and demonstrates its functions.
Outsourcing has become a major global trend in the last decade as businesses of all sizes look for opportunities to reduce costs and improve operational performance by using cost effective labor and resources in whatever part of the World they are located. The expanding reach of the Internet and growth of online collaboration tools mean that outsourcing is easier and more effective than ever before.
Outsourcing is when a firm contracts an independent contractor to perform certain tasks or activities. Common outsourced activities include IT, HR, manufacturing, and R&D. HR outsourcing involves an outside party performing some or all HR functions. While outsourcing can reduce costs and preserve culture, it can also result in loss of control and institutional knowledge. Managers generally outsource interactions and information gathering but not decision making. The type of outsourcing relationship depends on factors like asset specificity and uncertainty. HR outsourcing commonly includes payroll, benefits, workforce administration, and talent services like recruiting and training. Trust, confidentiality, commitment and flexibility are important factors in outsourcing relationships.
The document discusses HR outsourcing. It defines outsourcing as contracting an independent contractor to perform tasks or activities that a company lacks internal expertise or confidentiality to handle. Companies outsource HR functions to reduce costs, add value, and focus on talent management. Common HR functions that are outsourced include recruitment, training, performance management, compensation, and safety. While outsourcing provides cost savings and expertise, it can also reduce organizational learning and control. Factors that can hamper HR outsourcing include cost, confidentiality concerns, job security fears, and vendor quality issues.
HR outsourcing involves contracting specialized third party providers to handle certain HR activities like recruitment, benefits management, and training. This allows companies to focus on core business goals while gaining expertise, flexibility, risk-sharing, and potential cost savings. However, outsourcing impacts in-house HR professionals and employees. It also carries risks if provider quality declines or switching costs rise. Therefore businesses should outsource carefully and keep some strategic HR functions like planning and appraisal in-house.
re|solution provides revenue cycle solutions to healthcare providers to improve cash flow and financial results. They offer customized on-site services including cash acceleration, staff training and mentoring, interim staffing, and insourced business office management. re|solution guarantees to increase net cash for clients by finding unpaid claims, improving processes, and establishing efficient operations.
Robust workforce planning: dealing with uncertaintyC4WI
Slides from International Health Workforce Collaborative conference 2013 dealing with five main trends:
Challenges of health workforce modelling
Robust workforce planning framework
System dynamics modelling
Translation into policy and decision-making
Where next?
This document discusses the benefits of recruitment process outsourcing (RPO) and recommends HealthCare Talent's RPO services. Key benefits of RPO include reduced time-to-hire, lower recruitment costs, improved candidate quality, and increased new hire retention. HealthCare Talent's RPO offering provides metrics on recruiting activities and places emphasis on processes and outcomes, resulting in improved accountability and best practices. Implementing their RPO services can help organizations focus on core competencies while gaining control over recruitment costs, processes, and results.
Center for the Future of Surgery Intake Process ProblemAwonti etoo
The Center for the Future of Surgery (CFS) at the University of California, San Diego is losing money due to inefficiencies in their scheduling and intake processes. They currently use Microsoft Office applications like Word, Excel, and Outlook for scheduling, which are not well-suited for medical scheduling. A custom-built software solution using a MySQL database is recommended to allow for online scheduling, appointment histories, and alerts for schedule changes. This new system would save the CFS approximately $206,000 per year in cancellations and labor costs while only requiring one scheduling liaison instead of two. The upfront cost of the new system is around $45,000. The new system would improve customer and employee satisfaction
Challenges and opportunities facing the future health workforce (2013)Grant Fitzner
What are the challenges of workforce planning in England, and what constitutes a more robust approach? This is a 2013 presentation, outlining the Centre for Workforce Intelligence's approach when I was its Director of Analytics. For more detail on our methodology please have a look at the CfWI Technical Paper series.
Note: The Centre's contract with the Department of Health ended in March 2016. Some of its analysts and functions were brought in-house by DH. The Centre's website is archived here: http://webarchive.nationalarchives.gov.uk/20161007101116/http://www.cfwi.org.uk/
Best Nutritious Fruits to Eat During PregnancyMedisys Kart
When any women get pregnant, she thinks many times before eating anything. It is done in order to provide the protection to yourself and your growing baby in the womb. Here are Best nutritious fruits to eat during pregnancy.
Automating your marketing workflows in Joomla with MauticRuth Cheesley
In this presentation at JoomlaDagen 2016, Ruth Cheesley explores some of the features that Mautic can bring to your Joomla website, and what this can mean for your marketing workflows.
Parenting Challenge #1 from Think It Through ParentingKelly Pfeiffer
Parents, learn why saying "don't" to kids doesn't get the results you want and what to say instead. I created this slide show from the very first parenting challenge I sent out to my on-line audience. Now I send out a new parenting challenge each week to help parents learn Positive Discipline strategies for improving their parenting skills. I hope you enjoy the slides - Kelly Pfeiffer, Think It Through Parenting
Creating workspaces for tomorrow at the greatest cycling event in the worldDImension Data
The Tour de France is a fast-paced and dynamic environment to work in. See how Dimension Data used next-generation communication, collaboration, and mobility technology to allow technical teams to work together seamlessly around the clock, across time zones, and from various locations along the route.
The document discusses the development of the oil system of aircraft to address the problem of excessive heat from the oil thermostat leading to engine damage. It investigates the causes of high oil temperature in turbojet engines and describes designing and adding an experimental valve to the oil system to cool the oil temperature and increase engine efficiency. The document provides background on key concepts related to aircraft oil systems including temperature, friction, viscosity, and lubrication regimes. It aims to explain the reasons for high oil temperature and present a solution to improve engine performance and reduce costs.
Este documento presenta los resultados de un estudio anual sobre el uso de redes sociales en España. El objetivo del estudio es cuantificar la evolución de la penetración y el perfil de usuarios de redes sociales, así como entender el conocimiento y uso de redes tradicionales y nuevas. El estudio analiza dimensiones como los dispositivos de conexión, los influencers en redes sociales y la relación entre redes sociales, marcas y comercio electrónico. El estudio se basa en encuestas online a más de 1,000 internautas españo
The document provides 8 tips for coming up with a great business idea:
1. Look at problems that drive you mad and find solutions. The author's business came from a lack of support for entrepreneurs.
2. Take massive action to turn ideas into reality through consistent effort and learning from failures.
3. Believe in yourself and ignore naysayers, as the author did in pursuing their passion despite criticism.
4. Let your subconscious mind wander to spark ideas, like when relaxing in the bath.
5. Constantly search for better ways of doing things to find opportunities for innovation.
6. Think big about how to help many people in order to make a large impact.
7.
There are 8.6 million women-led businesses in America lead by their ambitions and drive to succeed. Here's 11 female entrepreneurs who inspire us! www.zilliondesigns.com
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.
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.
The document discusses implementing an interface between the Intrepid database used by the Deanery and the NHS trusts' ESR payroll system. The interface automates transferring trainee information between the systems, reducing manual data entry and improving data accuracy and communication between organizations. It describes how Queen Elizabeth Hospital Birmingham piloted the interface, the benefits of reduced administration time and errors, and advice for other trusts implementing the interface.
The document discusses strategies for maximizing workforce utilization, collaborative staffing, and governance of temporary staffing in healthcare organizations. It recommends taking a holistic approach by integrating data, reviewing suppliers and policies, ensuring regulatory compliance, and engaging staff. Collaboration between organizations, such as shared staffing banks, can improve access to qualified workers and dramatically reduce agency spending. Implementing strategies like these can provide operational and financial efficiencies while ensuring clinically safe and compliant staffing that meets patient needs.
eWIN Case Study - Increasing Training and Appraisal Compliance (1)Kim Reynolds
The Barnsley Hospital NHS Foundation Trust aimed to significantly increase mandatory staff training and appraisal compliance rates to ensure a safe, competent workforce. Compliance rates for training increased from 45% in 2011 to 84% in 2012, and appraisal compliance increased from 58% to 88% in the same period. This was accomplished through setting role-specific training requirements, increased eLearning, targeting low-performing areas, and providing ongoing performance reports to managers. Maintaining these gains requires ongoing monitoring, planning for periodic compliance drops, and improving rates for specific practical training.
Chances are if someone were to ask you to choose a department in your company where you could save close to $9 million as part of a 3-year ROI, HR wouldn’t make the top-of-the-mind list. Years past would suggest something closely related to HR - like layoffs - as holding the answer, but that’s not where the dollars could be saved as one large American healthcare provider found out.
The undisclosed, $4 billion organization was unfortunately riddled with inconsistencies and redundancies throughout their HR department that were ultimately draining massive amounts of resources. After much thought, the provider turned to ServiceNow for advice - and a new solution.
In this exclusive Forrester Research report, see how this healthcare provider was able to consumerize their employee service experience, which led them to unlock benefits like:
Benefits approaching $10 million in savings
30% improved efficiency in servicing HR cases
50% reduction in audit and compliance costs
And more
The document provides details about the recruitment and selection process at Tata Teleservices Limited (TTSL). It discusses the importance of human resource planning for organizational success. It outlines TTSL's recruitment objectives to hire qualified candidates who fit the organizational culture and values. It then describes the various stages of TTSL's recruitment process including generating hiring plans, identifying vacancies, using internal and external sourcing strategies, screening candidates, interviewing, making offers, and new hire onboarding procedures. The recruitment sources mentioned include internal job postings, employee referrals, consultants, job portals, advertisements. The selection process involves screening, tests, interviews and evaluating candidates.
This document provides a summary of Abhishikta Banerjee's summer internship project report for Wacker Metroark Chemicals Pvt. Ltd. The project involved drafting an employee service rule book for managerial employees. The summary includes an introduction to the company and scope of the project. It also provides high-level overviews of some of the key sections that would be included in the rule book such as manpower planning, training and development, performance management, health insurance, leave and holidays, rewards, IT policy, and more. The document demonstrates Abhishikta's work in researching and compiling the various HR policies and guidelines to include in the draft employee service rule book for the company.
Executive Recruiting: Building Capability & Achieving SuccessRussell Podgorski
This article describes some of the reasons executives may not succeed then provides a roadmap that in-house executive recruiting teams can use to build capability within their organization and increase the likelihood of executive success.
Read our brochure on how Prodacapo's Patient Level Costing and Information System works in NHS Mental Health Trusts.
The system is currently delivering successful results to eight NHS Mental Health Trusts.
A Functional Service Provider (FSP) is a model that allows organizations to outsource specific functions like clinical monitoring or biostatistics while retaining functional control. Using an FSP provides benefits like increased flexibility, scalability, and cost savings compared to using in-house staff or outsourcing entire clinical studies. Clinical Professionals is an FSP that specializes in teams of 2-100 people and can seamlessly integrate into clients' systems to provide real-time collaboration and monitoring. Key factors for choosing an FSP include cultural fit, expertise, size, and experience working with clients of similar needs.
SelectSuite, a talent management software suite from PeopleAdmin, delivers significant returns on investment and productivity improvements for higher education institutions according to a study by Hobson & Company. The study found that a typical institution sees over $1 million in benefits from SelectSuite within 3 years, including reduced time-to-fill positions, improved application screening and onboarding processes, and greater efficiencies in performance evaluations, reporting, and other talent management functions. SelectSuite addresses common challenges in higher education recruiting and hiring while accommodating each institution's unique needs.
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.
E.R. Venkatakrishnan is an experienced human resources professional seeking a new position. He has over 18 years of experience in HR operations, compensation, employee relations, training, and statutory compliance. Most recently, he worked as Manager of HR and Administration at PT Express Lines Pvt Ltd, where he managed talent acquisition, payroll, compliance, and employee relations for over 650 employees. Previously, he worked for 17 years as Regional HR Manager at BIC Logistics Ventures Ltd, handling HR functions for over 500 employees across multiple locations in India.
COnverting an Academic Medical Center to NIAHO/ISO 9001: Charleston Area Medi...Wes Chapman
This is the first in a series looking at the motivations, methods and outcomes from our efforts at Charleston Area Medical Center (CAMC) to build a “best-in-class” patient centered quality management system (QMS) including accreditation via NIAHO/ISO 9001. These articles are designed to be quick reads, and capture the realities that we encountered in this quest.
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 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.
Notes for Trust Turnaround through Business IntelligenceDonna Kelly
Donna Kelly has over 20 years of experience in business intelligence and has worked for various NHS organizations. She specializes in creating business intelligence frameworks and architectures for healthcare organizations. Some of her past roles include providing best practices for data warehousing to the NHS National Programme, acting as an enterprise architect for multiple trusts to build out their technical and business intelligence capabilities, and working as an interim manager or consultant to help organizations improve their use of data and business intelligence.
In November 2013, the Government published “Hard Truths”, its response to the Public Inquiry into the
failings at Mid Staffordshire NHS Foundation Trust. This establishes beyond any lingering doubt the importance of the fundamental principles of quality and safety of care.
At the same time, the NHS is having to manage the significant pressures on precious but reducing resources – staff time as well as funding. Anything that diverts resources from direct patient care must be justified.
It is in this context that we have seen renewed interest in the need to reduce unnecessary burden and bureaucracy which gets in the way of direct patient care, starting initially on the burden generated by national data collections.
Deep Value Assessment: Improving employability through a new approach to asse...
Rec Factual Ref Case Study
1. SUMMARY
Derbyshire Community Health Services Foundation Trust (DCHS) have recently looked at several ways
in which they can improve the recruitment experience both for appointing managers and the job
applicants themselves. The first of these is the introduction of Values Based Recruiting (VBR) methods
(see later information) and the second is the introduction of factual references.
A Factual Reference is a simple set of fair and accurate questions that are sent to a previous employer
to establish a “statement of employment” for an individual applying to work within another Trust. These
references can be sent automatically via the Electronic Staff Record system (ESR) and reduce
turnaround times for reference receipt for NHS to NHS recruitment.
This is linked to the Inter Authority Transfer (IAT) automated process that removes the manual
procedures associated with NHS Staff Transfer Forms, and reduces the data entry needed following the
appointment of staff from other NHS Trusts. The IAT process revolves around each employee’s
Portable Data Set (PDS) which will accompany an individual from one NHS organisation to another.
It was felt that the introduction of this process should increase reference completion rates whilst
reducing recruiting officers’ time spent playing telephone/email tag with other organisations who may
not see the effort of filling in a reference for someone who has left or is leaving as one of their priorities.
The result is faster and provides more candid feedback at a fraction of the cost and effort of old
fashioned, phone or mail based reference checks system.
Factual referencing is endorsed by NHS Employers and included in their NHS Employment Checks
Standards to not only reduce the recruitment timeline but also to reduce the number of highly subjective
references gained from the applicants preferred referees. They identify that this also reduces the risk of
fake and fraudulent references being received.
STREAMLINING RECRUITMENT
REDUCING THE TIME TO HIRE FACTUAL REFERENCES
BACKGROUND
As part of the East Midlands Streamlining Pro-
gramme all nominated recruitment leads for partici-
pating Trusts made a decision to explore factual ref-
erences with a view to implementing this across the
region over the coming months. DCHS piloted factu-
al references using the IAT process in ESR between
July – October 2015. The pilot included all recruit-
ment activity within two localities of DCHS’ portfolio.
In tandem DCHS were also introducing Values
based recruitment (VBR) which is an approach to
help attract and select students, trainees and em-
ployees, whose personal values and behaviours
align with the DCHS and NHS values outlined in
the NHS Constitution. Recruiting managers were
being asked to attend a revised recruitment train-
ing session which explained about VBR and factu-
al referencing. The training session lasts approxi-
mately 5 hours and covers all aspects of recruit-
ment from advert to start date.
“As Executive Champion for the recruitment work-stream I would recommend to all HR
Directors to move towards integrating factual references into their recruitment practices. The
simple fact is that is an easy job to do and it saves significant time which enables you to free
up resources!“ Maz Fosh, Director of Workforce & Transformation, Lincolnshire Community
Health Services NHS Trust
2. KEY AIMS
A swifter process which could improve overall Time to
recruit
A fully automated process as part of the existing IAT
process on ESR for existing NHS staff
To save Line Manager’s time as no longer a need to
complete subjective reference requests
To support the work that DCHS are doing to imple-
ment Values Based Recruitment which negates the
need for subjective references
To reduce agency and bank spend across the trust
To reduce the stress levels and increase the wellbe-
ing of those staff left to cover vacancies
To bring the new recruit into the organisation as
quickly as possible
Potential legislative discriminatory cases would be
reduced
To meet NHS Employers Standards
WHAT WE DID
A member of the DCHS Staffing Solutions Team was
given access to the IAT URP both for a requester and
approver. For the purpose of the IAT pilot only the IAT
requester was utilised.
The IAT/Factual referencing pilot commenced in July
2015 and continued until the end of October 2015 (4
full months of testing).
Details of each IAT request was recorded on an Excel
spreadsheet using several headings to record the
details. The standard subjective reference requests
were also issued and recorded so that a comparison
of timescales could be provided during the pilot (this
was for the pilot period only, going forward this will
not be needed).
There was no requirement for funding or additional
resources, this was just a change in electronic pro-
cess.
Further details of the process are detailed in Appen-
dix 1.
KEY CHALLENGES
A challenge of this pilot was that not every NHS Trust
is using the IAT process and some of the requests
were returned ‘No reference approver’. The notifica-
tion asked that the HR department for this Trust was
contacted.
To resolve this, references were requested via NHS
Jobs for the appointing officer approval.
Going forward the long term solution would be that all
NHS Trusts allocate the reference approver role and
respond to the IAT requests.
WHY WE DID IT
DCHS Staffing Solutions team are always seeking ways to
improve the recruitment process and recognised the impact
that the introduction of VBR would have on the quality of
the candidate being recruited. They were also looking at the
timeline to recruit as they recognise that this can have a
wide reaching positive impact on all key stakeholders.
A reduction in time to recruit reduces bank and agency
spend, reduces staff sickness levels and improves staff en-
gagement and motivation where gaps in workforce are
closed as quickly as possible.
It also makes the new employee feel valued and along with
a good “onboarding” process helps the retention of new
starters.
DCHS were using NHS Jobs to request all references,
which even though one had a built in reminder system to
chase outstanding references, these were still being ig-
nored and the team were having to regularly chase refer-
ences. This was taking approximately 1 hour a week for
these two localities.
The factual referencing pilot has demonstrated a reduction
in timeline for recruitment and reduced the amount of chas-
ing carried out by the team.
In conjunction with the pilot,
references were also requested
via NHS Jobs to compare timings
for the receipt of references. On
average the factual references
were received via ESR within 1.4
days whereas the same references
that were requested via NHS Jobs
took an average of 18 days.
3. KEY OUTCOMES
The initial results have been overwhelming in supporting the introduction of ESR factual referencing with some un-
expected but welcome outcomes:
Reduced timeline for receiving references via ESR IAT – from 20 factual references received, it took on average
10.6 days less to receive. With the response to a number of these returning on the same day they were sent.
Reduced time taken chasing outstanding references – ESR notifications are issued to referee trusts to automati-
cally prompt action
Reduced the amount of subjective information received on reference.
Saving current line managers’ time as no longer a need to complete subjective reference requests which could
take up to 30 minutes to complete
Key performance indicators were drastically cut by factual references being received 16.5 days faster than the
subjective reference process (average)
Confirmed appointment decisions made by appointing managers through the values based recruitment process
Manager buy-in to the process has been much improved with many managers feeling that their decision making is
easier.
their trusts.
Encourage Trusts to turn on the relevant roles to sup-
port Trusts implementing this process.
ADVICE FOR OTHER TRUSTS
Ensure that the process is clearly communicated to man-
agers prior to implementation, outlining the benefits of
this and what impact it will have on them.
If possible include information about the process in
any management training provided and the benefits
behind the introduction of this process.
Ensure there is more than one individual with
‘reference requester’ and ‘reference approver’ status on
ESR to ensure cover at all times.
NEXT STEPS
As this was a pilot project, the factual referencing pro-
cess is yet to be embedded across all recruitment activ-
ity. However, this has recently been approved and the
team are now working to implement across the service.
Any NHS Trusts requesting factual references from
DCHS via the IAT process are now actioned by a refer-
ence approver.
Results of the pilot were recently presented at
DCHS Staff Partnership Committee in November and
approval was given to implement factual references
across all DCHS recruitment activity for individuals
moving from trust to trust.
The trust will begin full implementation in Decem-
ber 2015
Share knowledge and outcomes with other trusts to
encourage them to implement factual referencing in
WHY SHOULD WE?
During 2014/15 East Midlands NHS Line Managers were requested to complete approximately 9,083
references for another NHS Trust, taking an average of 30 minutes each to complete. This equals a po-
tential saving across the region of 2.5FTE or £75,000 ( based on an average NHS Salary.)
The impact of reducing time to hire will enable quicker recruitment and therefore impact on bank and
agency spend covering vacancies that are unfilled. If all Trusts reduced their Time to Hire by an average
of 16.5days for 2013/14 that would have saved approximately 7.7FTE of time to recruit, the equivalent
of £231,000 of average NHS salary.
The reduction of reference chasing within Recruitment teams will have a significant impact on recruit-
ment processes.
4. APPENDIX 1—HOW IT WORKS
When a candidate, appointed at interview, had recorded NHS service on their NHS Jobs application form, the IAT/
Factual reference process was started to confirm NHS start dates and request references.
The process for IAT/Factual Referencing is as follows:
Login to ESR IAT Initiation Initiate Person Request
F11 to search for the candidates name Control & F11 which will find names check NI number to
ensure correct name if correct person, click at the side of the relevant name to highlight tick box
for Reference Request and click Auto Person Match
This will show any matched NHS Trust details with the heading as below:
IAT / VPD/ Trust Name / Last Name / First Name / DOB / NI number / Emp No / Latest Start Date / Profes-
sional Registration / NHS ID
If correct, click Approve Requested IAT Person Confirmed – this is split into 2 headings - Matched Person/
Requested Person check both sets of details to confirm correct click Yes to continue
The IAT/Referencing request is completed.
A notification is received when either the IAT or reference is received.
For the purpose of the pilot an Excel spreadsheet was created to record:
Job Ref no / Candidates Name / Date IAT initiated / Date IAT received / No of days / IAT to (Trust name) / Trust
ID No / NHS Start date / NHS reference requested / Date received / No of days / Comments
The NHS start date was recorded on the candidate recruitment pre-employment form and a copy of the reference
was saved electronically in the candidate’s personal recruitment folder.
A copy of the reference was forwarded to the appointing officer for approval.
Useful Links:
www.nhsemployers.org
www.dchs.nhs.uk
www.electronicstaffrecord.nhs.uk/home/
Further Info: Sara Boulton, email: Sara.boulton@nhs.net
Staffing Solutions Team Leader Derbyshire Community
Healthcare Services
Kim Reynolds Streamlining Account Manager
kim@kimreynoldsltd.co.uk