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Training & Development at FAMC
Objectives
• Participants will understand how HR and T&D can assist them in their management roles
• Participants will know how to evaluate staff training needs
• Participants will be able to identify critical competencies within their areas
• Participants will be able to explain where documentation is kept
• Participants will be able to measure job performance
• Participants will discuss top 10 keys to building a productive workforce.
JobDescription
JobDescription
Annual SkillsValidation of
CriticalCompetencies
Annual SkillsValidation of
CriticalCompetencies
PerformanceAppraisal
PerformanceAppraisal
Orientation&
Core SkillsValidation
Orientation&
Core SkillsValidation
Job Requirements
Job Requirements
Components of Performance Management HR can assist you with each of these topics
Components of Performance Management HR can assist you with each of these topics
Pathway To Insure CompetencyPathway To Insure Competency
Focus: Based on actual job expectationsand follows established criteria
Focus: Based on actual job expectationsand follows established criteria
Focus: Verification that employee maintains all such requirementsas delineated in job description
Focus: Verification that employee maintains all such requirementsas delineated in job description
Focus: Based on competencies andaccountabilities identified in
job description
Focus: Based on competencies andaccountabilities identified in
job description
Focus: Core skills required by employeeto perform job responsibilities
to FAMC standards
Focus: Core skills required by employeeto perform job responsibilities
to FAMC standards
Focus: High risk, problem-prone skillsrequired of employee to successfully
perform job responsibilities
Focus: High risk, problem-prone skillsrequired of employee to successfully
perform job responsibilities
Focus: Is based on needs identifiedthrough performance assessment,
trending data, & mandatory requirements
Focus: Is based on needs identifiedthrough performance assessment,
trending data, & mandatory requirements
Job DescriptionJob Description
Licensure, credentialing,and certification
Licensure, credentialing,and certification
Performance AppraisalPerformance Appraisal
Core Competency Assessment
Core Competency Assessment
Annual SkillsValidation
Annual SkillsValidation
TrainingTraining
Criteria for Job Descriptions/Performance AppraisalsCriteria for Job Descriptions/Performance Appraisals
Heading with a job title, FLSA status,job number, organizational
information, and date of last revision
Heading with a job title, FLSA status,job number, organizational
information, and date of last revision
A dated statement signed by the employee that he has read & understands the job
description and the expectations of his job
A dated statement signed by the employee that he has read & understands the job
description and the expectations of his job
A brief position summaryA brief position summary
Knowledge, skills, & abilities necessary to meet performance expectations which are
based on identified customer populations
Knowledge, skills, & abilities necessary to meet performance expectations which are
based on identified customer populations
Required working conditions identified toaddress ADA issues
Required working conditions identified toaddress ADA issues
Competencies required to successfullyperform the responsibilities of the job
Competencies required to successfullyperform the responsibilities of the job
Accountabilities and behaviorsthat reflect FAMC mission and values
and which are expected of all employees
Accountabilities and behaviorsthat reflect FAMC mission and values
and which are expected of all employees
Key componentsto include inJob Descriptions/Performance Appraisals
Blitz: Annual Review
• Mandatory Training/Review by accrediting or regulatory agencies– Topics predetermined such as Fire Safety,
Harassment, etc.
• Critical Competencies identified by– Committees: Safety, Injury Prevention, etc.– Departments: Meets specific criteria as follows– YOU!
Hierarchy Tool to Measure Competency Training Needs
Critical Processes
(fall in all 4 categories)
Extremely Important Processes
(fall in 3 of 4 categories)
Very Important Processes
(fall in 2 of 4 categories)
Important Processes
(fall in 1 of categories)
Categories
• High volume
• High risk
• Problem prone
• High cost
(Katz,Green, 1992)
Lifting & Moving
Criteria To Identify Critical Competencies Criteria To Identify Critical Competencies
Is it a high risk skill that staffhave indicated a level of
discomfort in performing?
Is it a high risk skill that staffhave indicated a level of
discomfort in performing?
Is it a high risk skill that is not performed frequently enough
that an adequate level of competency can be assured?
Is it a high risk skill that is not performed frequently enough
that an adequate level of competency can be assured?
Is it a high risk skill that hasbeen identified as problem-prone through incidents, errors, complaints, etc?
Is it a high risk skill that hasbeen identified as problem-prone through incidents, errors, complaints, etc?
If yes,validate
atAnnual Skills
Training
High Risk Low Volume
High Risk Problem Prone
High Risk Staff Uncomfortable
DocumentationDocumentationJob Application & ReferencesSigned, current Job Description/
Performance AppraisalsHospital-WideOrientation Checklist
Salary InformationCopy of current License
Disciplinary Actions
Job Application & ReferencesSigned, current Job Description/
Performance AppraisalsHospital-WideOrientation Checklist
Salary InformationCopy of current License
Disciplinary Actions
BLS/CPR Certification RecordsCopy of Job Description
Copy of Performance Appraisal Unit Specific Orientation Checklist (New Employees or Veteran Staff
who have New Duties) Validation Tools on Basic Core Skills & Annual Assessment of Critical Skills
Documentation that demonstrates that any deficiencies have been addressed
Training Files on all Training done in the Department (including how the need was
identified, methodology, program outline & objectives, and copies of teaching aids)
BLS/CPR Certification RecordsCopy of Job Description
Copy of Performance Appraisal Unit Specific Orientation Checklist (New Employees or Veteran Staff
who have New Duties) Validation Tools on Basic Core Skills & Annual Assessment of Critical Skills
Documentation that demonstrates that any deficiencies have been addressed
Training Files on all Training done in the Department (including how the need was
identified, methodology, program outline & objectives, and copies of teaching aids)
Blitz Compliance RecordsContinuing Education Rosters
Training Files on all Training that is not department-specific
Moving to Swank
Blitz Compliance RecordsContinuing Education Rosters
Training Files on all Training that is not department-specific
Moving to Swank
Where should
documentationbe
maintained?
Where should
documentationbe
maintained?
Human ResourcesHuman Resources
Training &
Development
Training &
Development
DepartmentDepartment
Measuring Job PerformanceMeasuring Job Performance
PerformanceAppraisal
Identify & measurekey competencies or
responsibilitiesfrom job
description
Identify & ratebehaviors
that demonstrateFAMC values
Help employee identify & build on
strengths
Develop an action plan together
to improve performance
What are FAMC’s 10 Values?
If you have to rate
them…and if you have to be
rated on them….you should
know them!
1. Service
2. Compassion
3. Integrity
4. Communication
5. Leadership
6. Flexibility
7. Teamwork
8. Commitment
9. Efficiency
10. Creativity & Innovation
PEOPLE
LEADERSHIP
PROCESS
Support Workforce
Flexibility
Have Fun
in the Workplace
Select the Right People
Build R
elatio
nship
s
Promote Efficiency
Promote Accountabilitythrough the Use of Tools
Establish
Fair Policies
Communicate
Live YourCore Values
Ensure
Quality
Staffing Effectiveness
Top Ten Keys to Building a Productive Workforce
Support Workforce Flexibility
• Leverage the skills staff have• Offer job enhancement• Challenge traditional roles• Be flexible about volume changes• Balance staff needs
– Four-hour shifts, seasonal shifts, shift bidding
• Manage staffing shortages
Curse of the Vanishing Employees Video addresses these issues
People
Have Fun in the Workplace
• Laughter is good medicine• Acknowledge that people are more than
employees• Create an environment that fosters creativity• Celebrate• Reward and recognize
– Know what it means– Goals and incentives– The small things are important– Everyone should participate– Offer education
People
Live Your Core Values
• Do you remember what our values are?• Service• Compassion• Integrity• Communication• Leadership• Flexibility• Teamwork• Commitment• Efficiency• Creativity & Innovation
People
Promote Efficiency
• Streamline
• Redesign/innovative adaptation– “If it’s not invented here, it can’t be any good”
syndrome
• Review processes
• CROP Program
Process
• Involve employees in search for best practices
• Meetings, travel, email (Telehealth)
• Work toward a common goal (target)
• Right patient, right staff, right place, right time
Promote Efficiency (cont.)Process
Establish Fair Policies• Align your human resource practices with your
objectives– Fairness– Equity– Consistency
• Balance control and guidance• Ensure policies are in place and enforced fairly
across the organization• Not all staff are created equal. You may not be able to be as lenient with one staff meember as another…
why? Because they do not handle autonomy in the same fashion, etc.
• We encourage a “no layoff” policy– Transition and Assistance Policies
Process
ProcessPromote Accountability through the Use of Tools
• Develop tools and audit functions that hold directors/managers /staff accountable• One of the quickest ways to lose credibility with staff
• Measure quality results
• Share productivity results, quality results, and plan for improvement with all levels of the organization
Select the Right People• Hire good people up front
– Interview skills– Mission oriented
• Ability to communicate• Right people, right place, right time• Evaluate those who are barriers to efficiency and
workplace well-being• Downsizing, attrition, hiring freeze• Transition center• Retention and recruitment strategies• Promote right behavior, retain high performers
Leadership
Positive Leadership Lessons• Frequent, repetitive communication• Set the lineup, pick the teams• Encouragement, feedback, cheerleading• Clear away obstacles, anticipate problems• Welcome the shakeout—let your process identify
winners and losers• You are the role model (Leadership Pickles Video on Friday)
• Visibility—rounds on patients, staff, and physicians• Work across disciplines—no silos
Leadership
Negative Leadership Lessons
• Threats and chest pounding• Layoffs• Across-the-board cuts• Hiring freezes• Deadline extensions• Management salary cuts• Involvement in politics and conflict
Leadership
Attributes of Successful Change Processes
• Comprehensive and orchestrated• Inclusive• Delegation and accountability• Open, honest and documented• Communicate, communicate, communicate!• Brevity and urgency• Momentum
Leadership
Homework
Identify 3 Training NeedsThese can be
Individual NeedsDepartmental Needs
Organizational NeedsList how you identified them from the
grids and hierarchy provided
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