Human Resources

Human Resources- 360 Feedback

Tue, 09 Mar 2010 00:53:44 GMT

One of the most useful tools that I have ever used is 360 feedback. Of all the types of evaluation systems, it really is the best. I gives feedback from all perspectives and allows the individual to evaluate themselves and grow. It is much more effective than other methods. There is one drawback and that is the feedback must be true feedback not just gushing or bashing.

360 Feedback Performance Appraisal Method Question

Wed, 03 Mar 2010 21:18:34 GMT

The following is NOT true of the use of the 360 feedback performance appraisal method:

1. Information is usually obtained from multiple individuals

2. Review is done as the manager may not be able to adequately evaluate certain aspects of performance and requires feedback from others.

3. A high level of trust is required to be effective, a quality usually present in many organizations.

4. The feedback is best used for developmental purposes rather than for concrete personnel decisions.

Answer: #3. Source: On-Line Tutorial PowerPoint Presentation, Human Resources, Slide 49, 50.

nursing & service excellence

Sun, 31 Jan 2010 03:37:48 GMT

Nonmonitary rewards for 'nursing excellence' have been prooven effective in reinforcing positive behaviors that improove patient care & patient satisfaction.(pp.481 Griffith/White)

Employed physicians

Sun, 10 Jan 2010 17:28:32 GMT

It seems as if there is some benefit to employing physicians in specialty areas like cancer/breast care. Do you feel there would be a benefit in employing hospitalists in an effort to incorporate them culturally into the customer service module one would utilize at a specific hospital? For instance, you can't require specific customer service behaviors from independent physcians but if this was required, it could improve: nurse and physician relationships, the patient's perspective of the team's cohesiveness, communication between the patient and physician and possibly overall patient satisfaction. What are your thoughts?

Workforce Reduction

Sun, 10 Jan 2010 12:55:53 GMT

If a health care organization has determined the need to downsize, they need to be sure that it is done in a manner that does not violate the antidiscrimination statues, particularly the Age Discrimination in Employment Act, and does not breach a contract that person had with an employer. Alternative strategies include offering early retirements, pay reductions, and a cutback in hours or job sharing such that two employees work fewer hours but neither is laid off. Because job security is an important recruitment-and-retention incentive, it is imperative that such reductions be handled well. Good practice pursues the following rules:

Workforce planning is used to foresee reductions as far advance as possible, allowing natural turnover and retraining to provide much of the reduction
Temporary and part-time workers are reduced first
Personnel in supernumerary jobs are offered priority for retraining programs and positions arising in needed areas
Early retirement programs are used to encourage older (and often more highly compensated) employees to leave voluntarily
Terminations are based on seniority or well-understood rules, judiciously applied

Ref Griffith & White, p. 477

Workforce Planning

Sun, 10 Jan 2010 12:47:40 GMT

The workforce plan is a subsection of the organization's strategic plan. It develops forecasts of the number of persons required in each skill by year for 3-5 years. It also projects HR, including additions, attritions, retirements, and succession plans. The plan must be developed using forecasts of activity from the services plan. The services plan is developed from the epidemiological needs of the community and the long-range financial plans. The workforce plans technically includes, and is always coordinated with, the medical staff plan. The plan should include the following:

Anticipate size of the associate and employee groups by skill category, major site and department
Schedule of adjustments through recruitment, retraining, attrition and termination
Wage and benefit costs forecasts from national projections tailored to local conditions
Planned changes in employment or compensation policy, such as the development of incentive payments or the increased use of temporary or part-time employees
Summary of strategic activities that will the plan to become reality.

Ref Griffith & White, p. 469

Internal Recruitment

Sun, 03 Jan 2010 01:37:06 GMT

Which of the following is NOT a disadvantage of Internal Recruitment?

a) May lead to Inbreeding

b) May manifest the "Peter Principle"

c) Problems with the 'Fit'

d) Requirement of strong training and management activities

e) All the above

Answer: C

Human Resources; 360 Degree Evaluation

Tue, 29 Dec 2009 23:48:09 GMT

Where Managers provide counseling to subordinates for remedial behavior, what safeguards can be put in place to protect the Manager from retaliatory remarks on a 360-degree evaluation? If the employee/subordinate is guaranteed anonymity, how can you determine if the feedback from a given subordinate is intentionally clouded?

HR

Tue, 29 Dec 2009 20:50:43 GMT

Several areas stood out to me as I considered HR in my current organization and my role. First, the rapid expansion of mental health services and the creation of new positions which were decided on at the national level. I am wondering how much thought went into the individual site variance before mandating that each facility have certain staffing ratios and programs. Secondly, as an organization we embrace performance based interviewing which seems to mirror the behavioral interview approach. Lastly, my organization provides development programs at varing levels and I have benefitted from my participation in these programs. Each program has required a 360 feedback which I found extremely useful. I have used the feedback to develop my weaknesses and improve upon my strengths.

Evaluating Staff

Mon, 28 Dec 2009 04:48:16 GMT

Our health system has benefited from periodic assessments as well as an ongoing review which places employees in high, medium and low categories. What is frequently surprising is the employee that is competent in their skill yet lacking in appropriate behavior. Consider this: how many current employees would you not hire if their position were open today? Has an employee ever thanked you for getting ride of someone? We put up with far too many negative behaviors in the name of labor and skill shortages.