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Human Resources
This area deals with assessing the need for and the supply of professional and other personnel. Functions include recruitment, selection, training, compensation, and evaluation of such personnel and examining ways to evaluate productivity and monitor accountability for results.
April 2009
Thursday April 30, 2009
Posted by: Juan Aragon at 6:09PM EST on April 30, 2009
Hi, I would like to know if anyone has experience in asessing staffing and performance measurement of hospitalist programs (Internal Medicine and Intensive care?
Posted by: Troy DeDecker at 7:22AM EST on April 30, 2009
Are there any national comparisons or benchmarks for departments such as food service staff, environmental services, etc? Historically I have seen RN turnover and All-skill mix turnover.
Wednesday April 29, 2009
Posted by: Michael McAvoy at 10:37PM EST on April 29, 2009
1. What are some general "Time to Fill" metrics , in number of days it takes to fill a vacancy? Say for RNs, pharmacists etc. Are there some national benchmarks or averages that are job specific? 2. What is the common commission paid to an executive search firm for a successful recruitment of an upper level leader? Is it a fixed fee? If yes, what is that range these days? A percent of one's salary? Tuesday April 28, 2009
Posted by: Andrew Hillig at 10:34PM EST on April 28, 2009
In our organization, unlike the picture the textbook presents, we have our HR department that houses or Organizationl Development and Leadership Development program. Outside of this, we have a service excellence department and an operational excellence department (of which I'm a part of). How similar is this to your organizations? What do you think are the advantages/disadvantages of having these two programs outside of the context of the HR function?
Posted by: Andrew Hillig at 10:34PM EST on April 28, 2009
How many of your organizations are moving away from a merit increase program as the text book states? What new and innovative pay increase programs are your organizations employing to reward associates based on performance? How many of your organizations have frozen pay increases at one or all levels of the organization? How are the associates reacting?
Posted by: Andrew Hillig at 10:29PM EST on April 28, 2009
The textbook speaks about changes in merit increase programs and linking increases more to performance improvements. Have any of your organizations come up with new innovative pay increase programs? How many of you have put a freeze on pay increases (at some or all levels of the organization) due to the economic conditions? How are associates reacting in terms of morale? What are you doing about it?
Posted by: Patricia Griffith at 9:39AM EST on April 28, 2009
A human resources manager interviewed several candidates. He did not hire the following candidates due to the reasons stated. What specific laws, if any, were violated? Candidate 1 –Was pregnant at the time of the interview and HR manager did not want her taking time off. Candidate 2 – A 58 year old man with a mild hearing impairment who requires an amplifying device for his phone. The cost of the device is less than $100.00. HR manager did not want to suffer the expense and he also felt the candidate would be retiring soon. Candidate 3 – Currently using illegal drugs, however, candidate does not feel it will interfere with his job. Candidate is trying to “kick the habit”. HR manager did not want to hire a drug addict. (Hint: Also see the chapter The Legal Environment in the Laws and Regulation section of your packet) |
