Human Resource Management PPT

Editor's Notes

• #3: This is a power point discussing Patton Fuller Hospital along with the many functions of their human resource department. It will also discuss the different functions of the management including the employee appraisals evaluations, the employee appraisal process, performance appraisal barriers including the employee appraisal guiding principles. The human resource mission statement and overview along with their goals will be discussed. There will be four employees in particular that will be discussed, along with a summary. Than lastly, the changing role of human resource at Patton Fuller Hospital because of the variations in the health care industry will be talked about.
• #4: The human resource management at Patton Fuller Hospital is in charge of many different sections. They must do recruitment, selection, and introduction of each and all employees. Personnel administration is the regulation and coordination of all of the company’s employees, this is a big part of what the human resource department does. Employees are always needing new training and development done, human resource management needs to keep track of which employee is needing what. Human resource also needs to make sure that the performance, reward, and talent of the employees is managed. Succession and career planning for the employees is something else that the human resource department will help manage, this keeps employees happy with the company. Labor relations also needs to be closely watched, human resource management needs to make sure that every labor issue is followed and that every law is not being broken. Human Resource planning is also very important for every company to have. This helps ensure that the company has been evaluated to make sure that the goals are being met.
• #5: The main mission is to have the best qualified employees as possible and to be able to retain the employees. This means having a trained and educated staff on hand in order to provide the best possible care for every patient that comes to Patton Fuller hospital. Without quality health care providers Patton Fuller Hospital will not be able to be successful. The human resource department is responsible for many different things, including recruiting quality health care providers, making sure that they are placed in the right classification. They also need to make sure that every employee is receiving proper benefits and compensation. All records need to be kept current and that the professional development, the relations, and legal compliance is done.
• #6: The human resource has both strategic and operational goals that they need to reach. Recruiting and retaining the best employees possible, having employees grow including the diversity and sensitivity awareness, employee success are just a few of the strategic goals. Another important strategic goal is to have a risk management program so that all legal issues are in compliance. Some of the operational goals including providing competitive compensation, offering enhanced and developmental training, ensuring a fair and safe workplace, and providing cost effective health care programs.
• #7: As a human resource manager the goal is to build up the employer-employee relationship. This objective is supported by various functions with the human resource management system throughout the institution. Patton-Fuller Community Hospital’s Chief Human Resource Office will be responsible for demonstrating leadership in support of the overall business plan and the direction of the organization. They will also be responsible for developing and executing human resources strategies; especially in the areas of talent management, succession planning, organizational and performance management, change management, training and development, and compensation. Human Resource Management also requires knowledge and understanding of federal and state employment labor laws and regulations that apply to their department. An example would be, understanding legislation regarding HIPPA laws and medical and health-related records for the workplace. He will also be in steady communication executive management in regards to ensure that company is moving in the right direction. Employee relations play a major role in the human resources manager’s job function. It requires strong interpersonal skills to establish trust and confidence through daily interaction with the employees and addressing and concerns or issues that the manager has influence. The human resource manager relied upon to be both human resources specialist and employee advocate.
• #8: Planning - Planning is the foundation of all the functions of management. All other functions are built this foundation. Planning involves managements to evaluation of the organizations current standing, and its goals for the future. A suitable plan of action is then determined and implemented to reach those goals. Organizing- In order for this course of action to be implemented management must first organize all its resources during the planning. Through this process management will determine the complex nature of the workplace, establish and maintain relationships, define jobs, support staff and other necessary resources. According to Coman, A., & Ronen, B. (2009). “The focused SWOT methodology distils the strengths and weaknesses into core competences and core problems, by using the core-competence tree and the current-reality tree. The core competences and core problems are then linked into a plan of action aimed at preserving and leveraging the organization's core competences, while defending against exposure to core problems.” Leading - Through leading, management is can guide and supervise the performance of its staff in achieving the organizations goals and objectives, as well as supporting them in achieving their own career goals. This influence can be gained through encouraging activities that support goals, and influence others to do their best work on the organization’s behalf by motivation, communication, and department leadership. Controlling – Is the process of establishing performance standards based on the organizations objectives, and assessing and interpreting actual job performance. This process will allow management to use this information to plan constructive and corrective action.  
• #9: When conducting performance appraisal evaluations giving feedback can be effective if done correctly and in a timely manner, whether it’s positive or constructive. Effective feedback should be detailed, not general. For example, you would want to go into specifics like, “Good job on observing infection control protocols and preventing and the spread of infection.” You should not give positive feedback like, “Good job on doing your job.” Acknowledging effective performance can be an influential motivator. “An ongoing and meaningful performance appraisal process is a consistent element that links employees to a common goal and enhances their effectiveness and productivity.” (Grice 1992) Timely, specific and frequent positive feedback will foster more appreciated actions.  When a performance appraisal is not up to standard the same feedback holds true. Instead making a constructive observation would be needed. Constructive feedback should point areas in which improvement is needed but is not criticism. For example, “Dependability - Does not follow through on assignments such as getting vitals done every four hours.” It is descriptive The reason for constructive feedback is to give a better understanding where they stand in relation to productive and expected job performance. This feedback should be descriptive and should always be directed to the act and not the individual. Sharing information and observations, sincerely and honestly, will allow the employee or team to work on particular actions or behaviors that need improvement.
• #10: Planning and Reviewing When the evaluation period begins supervisors review the job’s necessary functions, management’s performance expectations, and establish appropriate job-related objectives and goals for the evaluation period. During this process the supervisor should review previous performance evaluations, job requirements and essential functions. Define management’s expectations and appropriate, goals and objectives for the next evaluation period. Assessing The supervisor and the employee should meet periodically throughout the year to reassess and discuss the employee’s progress towards achieving necessary goals and objectives or possible modifications in order to meet management’s performance expectation. Performing and Developing The employee will then be required to complete the self-appraisal and submit for review. The supervisor will then review the self-appraisal, necessary functions, and relevant materials needed to complete the evaluation and then write an appraisal of the employee’s performance. When complete, the supervisor will then meet with employee to discuss the written evaluation and discuss possible training and ways to enhance performance and personal enhancement. Sharing information and observations, sincerely and honestly, will allow the employee or team to work on particular actions or behaviors that need improvement. After providing the feedback, make sure the employee fully understands what was discussed by asking them a few questions or by observing their behavior. Each department unit is responsible for ensuring written appraisals are completed annually and kept in the appropriate office.  
• #11: Performance appraisal barriers are what hinder employees from adjusting their work to fit the expectation of the job duties. Performance appraisals create a blueprint to which the employee will follow in the coming year. One form of barrier is ignoring interaction, which pertains to when a manager and employee gets caught up in the forms and the process of a performance appraisal. A productive performance appraisal calls for both parties to give input and work together to create the final evaluation. Generalizing can become a barrier as the manager assumes an employee is proficient at a task because the employee shows proficiency at a similar task. This can reduce the performance appraisal to a set of assumptions on good or bad performance that may not be accurate. Also, lack of preparation can become a barrier when managers do not spend time reviewing the job duties of the employee they will be reviewing. To assist the manager, employees can spend time completing their self-assessment and keep notes throughout the year that they can bring to the appraisal meeting
• #12: While the slide shows in-process appraisal guiding principles, there are steps to prepare for the appraisal as a manager. Pre Conference The supervisor will: 1. Communicate with the employee A. Intent to enter into the Performance Appraisal Process B. Time and place of meeting C. The process details 2. Gather information regarding employee's performance 3. Review the employee's job performance and prepare supporting documentation Post Conference The supervisor will: 1. Store documents as outlined in the Due Diligence Guidelines 2. Monitor performance and follow up plan.
• #13: The concept of progressive discipline holds that management responds to a first offence with minimal action but applies stronger or more serious penalties to repeated offences. First infraction submits an oral warning, with which the employee should be informed of the infraction and the problem that this violation has caused. Second infraction submits written warning, as with the oral warning the employee is informed of the rule violation(s) and the potential consequences of repeated violations. This is a serious step as the written warning becomes part of the employee’s official file. Suspension becomes the call to action with a third infraction. The length of the suspension usually depends on the seriousness of the employee’s infraction and the prevailing circumstances. Last but not least is the dismissal, which is the ultimate disciplinary penalty and is used when all else has failed it should be used only for the most serious infractions.
• #14: At Patton-Fuller Community Hospital, (2013), during the employment of B. Bellamy she received corrective counseling from management., “When questioned about the omission, you stated you just did not have time to perform that task. Your patient acuity level was the similar to the other CNAs. She did not ask for help or report that she had not taken the vitals. This is unacceptable behavior and puts the patient at risk” (University of Phoenix, 2013). This employee received no verbal warning because of the seriousness of his actions and was called in for immediate counseling. During the meeting with Eleanor Thacker, the Director of Medical/Surgical, Management stated “It is expected that the employee will follow all directions given within a timely manner, if for some reason she cannot fulfill her duties, she is to notify the Charge Nurse immediately. Failure to abide by these expectations will result in further corrective action up to and including termination” (University of Phoenix, 2013). While employed with the Patton-Fuller Hospital, B. Bellamy received three annual appraisals from 05/20/2003- 05/20/2005 and on each form the employee showcased that the overall evaluation average score for each evaluation period increased. These findings indicates that due diligence was followed in the disciplinary file of Bennie Bellamy.
• #15: In A. Branham’s employee file we find all of the required documentation. It is evident that all paper work has been filed correctly and the file included the employee application, the offer letter, annual performance appraisals, and two incidents of disciplinary action citing discipline and due diligence. The annual performance appraisals included satisfactory scores with the exception of the April, 1998 appraisal. Prior to this evaluation, there were two incidents that required disciplinary action forms. A. Branham was written up for several absences (15 days) within 8.5 months. A. Branham was referred to Human Resources to qualify for Family and Medical Leave Act (FMLA). According to the Human Resource Department, she did not due to no presented documentation from her physician. The second infraction occurred on 20 February, 1998, this involved suspected theft of patient valuables. A. Branham was written up because she had collected a patient’s valuables and allegedly placed them into the vault. The items were missing from the vault, her saving grave came from the hospital dispatcher who remembered her bringing something down to the vault. A. Branham was advised to follow policy and utilize the log book in the future.
• #16: K. Lovell’s file enclosed the mandatory documents for hire and appraisals. Timely performance appraisals were given; and disciplinary action documentation for violations against policies and procedures were included with the annual appraisals instead of at the time of occurrence on a separate corrective action form during the review period. This employee showed no improvement and was subsequently let go at the next evaluation.
• #17: L. McFate’s file also housed all essential documentation . L McFate has received well-timed performance appraisals at the 90 day, 6 month, and one annual review. This employee has received an adequate assessments on each review, and has one disciplinary action counseling form. Employee refused to sign and provided an explanation, and our human resource department is still investigating into this matter.
• #18: After reviewing the employee files that were selected I would say that none of them show due diligence of progressive discipline behavior Bennie, Alva, King, and Louise all committed petty disciplinary actions, but were not held accountable. They received verbal warnings, and was told to just do a better job, and to report to their supervisor when something is wrong or needs help. Bennie Bellamy, Alva Brahman, King Lovell, and Louise McFate, all ended up with a slap on the wrist, especially Brahman, who had two corrected disciplinary actions held against her. Bennie Bellamy was reported (2-7-03) because he failed to give patients their vitals every 4 hrs. A verbal warning was given after several incidents, but no other disciplinary action was taken against this employee. Alva Brahman had two different incidents, one on (1-4-98) in which case the first one was about the employee’s attendance. Despite the verbal warning they absentee’s kept coming with no other disciplinary actions being put into place. The second case (2-20-98) was about reported valuables missing from a safe that was a patient’s valuables. No disciplinary action was taken against the employee at all. Then there is King Lovell who had an incident on (8-12-98) and he had missed several days of work, along with being rude to physicians and to patient’s family members. Verbal warnings were given but nothing more was done to correct the issue. Last you have Louise McFate who had a disciplinary action taken against them on (11-7-08) in which case she was not disposing of needles properly, which is a liability, and it increases infections as well. No disciplinary actions were taken. All they asked is that she comply with certain procedures that require the handling of needles and disposing of them when finished.
• #19: The human resource department at the Patton-Fuller Hospital is forever rapidly changing competitive landscape and growing demands to better serve customers, to better separate themselves from their competitors and to better deliver value to the bottom line. The changing role of human resources has tremendous implications not just for businesses, but for the human resources function and for all human resources professionals (Bundy, R (2007)). A recent study by William M. Mercer, Inc. confirms that strategy and organizational issues are indeed becoming more important human resources responsibilities -- and are expected to become even more so in the years ahead. Administrative skills are no longer enough; human resources now demands a skill mix that also includes consulting, coaching and communication, along with broad understanding of business issues. Increasingly, organizations will seek human resource professionals who can align human resources strategy with business strategy to make a positive impact on the bottom line.
• #20: In this presentation we have reviewed how the Human Resources Department at Patton Fuller Hospital functions. We have reviewed the goals, mission statement, and management process of the Human Resources Department. We have focused on employee performance appraisals and following due diligence in disciplinary actions. We reviewed employee files and discussed their contents, purpose, and evaluated managements role in the employee appraisal process and subsequent discipline actions taken to remedy such situations. We heave discussed the changing health care industry and how Human Resources has a significant role in managing the influx of employees needed to care for increasing patient numbers. Human Resources is the engine that keeps the facility moving forward and running smoothly, the need for skilled HR staff is great but very much necessary. Thank you for your time today.