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The Centers for Medicare & Medicaid Services (CMS) already have initiatives
underway that use performance-based financial incentives and public
reporting of quality information to encourage improvements in all aspects of
quality, including patient safety.3 In fact, CMS’s Innovators’ Guide to Navigating
CMS (August 25th 2008) states “CMS intends to develop a hospital VBP
(value-based purchasing) measure set that comprehensively addresses
clinical quality, patient safety, patient experience, and resource use.”
Since patient safety and patient experience are heavily influenced by employee
attitudes and satisfaction, an unhappy workforce can have significant financial
consequences on payments from Medicare and Medicaid, the two largest
payment systems.
1
The Critical Link Between Workforce & Organizational Excellence (My InnerView Inc. 2007); Dr. Leslie Grant,
Associate Professor of Healthcare Management in the Division of Health Policy Management and
Director of the Center for Aging Services Management at the University of Minnesota.
2
2007 National Survey of Consumer and Workforce Satisfaction in Nursing Homes. Members of My
InnerView’s Research Team– Leslie Grant, Ph.D., Michael Davern, Ph.D., Brad Shiverick, C.P.H.Q., V.
Tellis-Nayak, PH.D., Amy Hu, M.S., and Eric Lewerenz, M.S
Hospital Check-up Report 2007 Nurse and Employee Perspectives on American Healthcare; Press Ganey
Associates, Inc. Faculty.
3
Innovators’ Guide to Navigating CMS; Version 1.0, August 25, 2008 p.52; Centers for Medicare &
Medicaid Services
This white paper explores how a good talent management system that
addresses the unique needs of healthcare organizations can enhance
employee satisfaction by addressing each of the above core challenges.
Figure 1
Workforce Sourcing and Performance 360 Multi-Rater Professional Succession Learning Compensation
Planning Recruiting Management Feedback and Career Management Management and Rewards
Development Management
All of which ensure the employee understands their employer wants to help
them improve, not just judge them.
Help Managers with Easy Record Retrieval: A Talent Management system that
is easy to use and saves manager time goes a long way to encouraging man-
ager adoption of the system. There are significant time savings generated by
centralizing employee information for managers so they have quick access to
competency check lists, performance journals, self appraisals, etc. CentraState
Healthcare Systems in New Jersey estimates such features saved managers
nearly 575 hours with every appraisal cycle.
If appraisals are quick and easy to complete, managers will embrace the system
because it gives them more time to focus on patient care.
For example:
• St. Mary’s Medical Center managers have the flexibility to complete reviews
regardless of where they are – home,
office, etc.
• Howard Regional Health System (HRHS) had 95% of managers declare the
automated process a “must keep” because of the time savings and the ability
to forward multi rater assessments to others.
• Built in multi-rater (peer) feedback to ensure ratings are accurate and fair
• Goal management tools to ensure goals are aligned and being worked on
West Virginia’s St. Mary’s Medical Center’s HR team uses their Talent
Management solution to run a report of all negative comments and then
ensure those comments are addressed. Employees know their management
is listening, because their comments are being acted upon.
• Succession planning helps identify career paths and gives employees a sense
that they have a future with the organization.
However, CFOs and CEOs would refer to most financial costs and savings
discussed in this paper as soft costs – costs without a specific, identifiable
value. So how do you quantify and justify these for a CFO or CEO who is consid-
ering other high profile projects with hard cost savings or revenue generation,
like a new high powered X-ray machine, or operating room improvements?
This white paper mentions the experiences of only a few of the hundreds of
healthcare facilities across North America who have automated their tal-
ent management process using a Halogen Software – a system exclusively
endorsed by the American Hospital Association. All have seen impressive
results, including increased employee satisfaction and retention.
4
Kevin S Collins, RT(R)(T), CMD, MsEd; Sandra K. Collins, MBA; Richard McKinnies, RT(R)(T), MsEd; Steven
Jensen, PhD; “Employee Satisfaction and Employee Retention Catalyst to Patient Satisfaction”; The
Healthcare Manager; Volume 27, number 3, pp. 245 - 251