Quiz #3 Human Resources

education

(a subset of OD) providing employee competency to do other jobs/ ex. career path education, career ladders

The burden of proof is now with the employer! HOCs generally follow the For Cause approach:

- advantageous for recruiting talent - Better Employee Relations environment

On the job

-Cross-training: educates team members about other members' jobs so that they may be capable of performing them when a team member is absent or is assigned another job, or has left the organization -Diversity training: consists of programs designed to teach employees about specific cultural and gender differences and how to respond to them in the workplace. -Customer service training: the development of customer service skills, particularly for staff members who have direct patient and client contact -Ethics training: often an overlooked area for staff enhancement in organizational development. -Shadowing: is used to show an employee what a colleague or a supervisor does on a daily basis. -Coaching: a senior employee provides highly individualized correction, feedback, and timely information to a junior colleague

Joint Commission Training Requirements

-Employee orientation -Fire Safety -Age related competencies -Quality improvement skills -Patient confidentiality -Recognizing signs of abuse -Advance directiveness

Key employee relations laws

-Equal Employment Opportunity (remember the difference between disparate impact/ disparate treatment.) -Affirmative Action (what employers must have an AA plan?) -American with Disabilities Act (when might "reasonable accommodation" be required?) -Sexual Harassment (includes hostile work environments) -Age Discrimination in Employment Act (what age?) -Drug - Free Workplace Act -Impaired Provider Act -Employment-at-Will

What can leaders do to improve job satisfaction?

-Give autonomy to employees -Help develop employees: focus on learning from problems -Give recognition: focusing on KPIs -Remove obstacles -Help employees experience their work as meaningful ex. they are making progress toward organizational goals.

Line manager role for HR policies & procedures:

-Know & communicate HR policies/ procedures to employees. -Fairly, flexibly, consistently apply HR policies/ procedures. -Give feedback to management/HR in regards to policies/procedures.

Line Manager role for work environment issues

-Know how to establish a constructive work environment. -Know how to be an effective leader. -Know what your boss expects of you in regards to employee relations.

Off the job

-Lectures and group discussion: usually verbal presentations by instructors. -Role playing: applicable and transferable to the workplace because it involves creating a realistic scenario in which the participants take on roles and practice developing the skill sets necessary to accomplish a certain task -Case studies: another way to build practicality and workplace transferability into the training experience. -Simulation: another efficient means of providing practical experience to participants. -Knowledge, skills, and abilities: necessary for excellent job performance is essential information in the selection of appropriate training methods. -Business games: method that permits team-based participants to address managerial challenges of two or more situations and compete against one another in making strategic and operational decisions. -In-basket training: a method in which the participant is asked to establish priorities for and then act on the information in real e-mail messages, memoranda, reports, and phone messages that typically cross a manager's desk.

Two Paths for Employee Relations

-Legal/ policy compliance ex. EEO, ADA, FLSA, ERISA, etc. -Relational So.. how are these interdependent?

Examples of organizational development Interventions

-Meeting management -Change management -Improving organizational culture -Improving team effectiveness -Improving communication

training

-The acquisition of knowledge, skills, abilities, and competencies that are needed to perform a particular job. (a subset of OD) increasing employee competency to do their jobs. -Supervisors do most of the employee training in organizations. -How can they increase the predictability that this training will result in learning, be used and be sustainable?"

Examples of employee training that supervisors might do:

-changes in work processes -changes in how scheduling is done -different approaches to patient satisfaction -changes in order/ entity -changes in EHR coding -Introducing new policies (HR/ Administration/ Clinical tradition) -changes in QI protocols -Introducing new JC standards

Some outcomes from well managed employee relations in HCO's

-clinical results that exceed standards -patient satisfaction scores that meet or exceed goals -financial results that meet or exceed goals -market share that meets or exceeds goals

Two Employer Approaches to employee termination:

1. At-will: an employee can be terminated at any time for any reason (except for illegal reasons ex. EEO or Implied Contract like progressive discipline). 2. For-Cause: an employee can be terminated only for reasons related to behavior or performance.

The traditional framework for training evaluation is based on four increasingly challenging criteria:

1. Course reactions—extent to which trainees like the program based on its usefulness, quality, and instructor skills. 2. Training learning—extent to which employees understand and retain principles, facts, and techniques. 3. Behavior change—changes in job-related behaviors or performance that can be attributed to training. 4. Organizational results—The extent to which tangible outcomes such as productivity, costs, and improved clinical service quality that can be attributed to training are realized by the organization

Typical Training Roles for Line Managers

1. Departmental new ee orientation 2. Provide technical information 3. Monitor training needs 4. On-the-job training 5. Discuss ee's growth and future potential 6. Participate in organizational change efforts 7. Determine on-going training needs for their area (for example HCAHPS results for patient satisfaction...see attached). 8. Joint Commission training requirements

Typical training roles for line management in HCO's

1. Departmental new employee orientation 2. Provide technical information 3.Monitor training needs 4. On the job training 5. Discuss employee's growth & future potential 6. Participate in organizational change efforts 7. Determine on-going training needs for their area (for example HCAHPS results for patient satisfaction... see attached) 8. Joint Commission training requirements

Possible Management Strategies

1. Get to know your employees/ develop trust: listen & do what you say. 2. Develop performance goals/expectations: get input but be fair & create a culture of high expectations from everyone including yourself! 3. Listen to operations pluses/ minuses 4.Remove obstacles/ get out of the way! 5.Do goal progress reports on a regular basis 6. Do employee training as needed (identify competency gaps) 7. Provide effective employee recognition 8. Apply relevant laws/policies fairly & consistently 9. Address performance problems in real time: coaching, development plans, & discipline 10. Know how to hire the "right" people: review job descriptions/design, ID competencies, do CBI 11. Do effective team building: "what should we be doing better as a team?"

Training Checklist:

1. Is the topic focused? 2. Have I done a needs assessment KSA): Does a competency gap exist? 3. Have I written well crafted learning objectives? 4. Have I outlined an appropriate design? ex. Link the type of objectives to delivery method, consider the "learning pyramid" 5. Have I used andragogic (art & science for teaching adults) methods to deliver the training? 6. Have I incorporated transfer of training methodology? 7. Have I evaluated the training using an appropriate level of evaluation?

Generally 3 types of competence (not coincidentally, these are the 3 types the JC looks for)

1. Knowledge 2. Skill 3. Attitude

unions can only negotiate 3 areas of employment

1. wages 2. benefits 3. work conditions

decertification

A National Labor Relations Board procedure available for employees when they believe, usually as a result of an election, that the union no longer represents the interests of the majority of the bargaining unit.

Labor Management Reporting & Disclosure Act of 1959

A US labor law that regulates labor unions' internal affairs and their officials' relationships with employers.

profession

A calling that requires specialized knowledge and training. Professionals have more authority and responsibility than people in an occupation, and they adhere to a code of ethics.

Employment-At-Will

A common law doctrine under which either party may terminate an employment relationship at any time for any reason, unless a contract specifies otherwise.

secondary verification

A copy of a document that indicates licensure has been granted and shows the license expiration date.

impasse

A deadlock in negotiating between management and union officials over terms and conditions of employment

bargaining unit

A group of employees recognized by the National Labor Relations Board to be an appropriate body for collective bargaining under the National Labor Relations Act.

impaired practitioner

A healthcare professional who is unable to carry out the required professional duties with reasonable skill and safety because of a physical or mental illness, including deterioration through aging, loss of motor skill, or excessive use of drugs or alcohol.

Affirmative Action

A policy designed to redress past discrimination against women and minority groups through measures to improve their economic and educational opportunities

Impaired Provider Act

A provider who is unable to practice clinically with reasonable skill and safety because of physical or mental illness, including deterioration through the aging process or loss of motor skills, or excessive use or abuse of drugs, including alcohol.

intervention

A series of activities and events designed to help an organization become more productive and effective.

strike

A temporary stoppage of work by a group of employees for the purposes of expressing a grievance or forcing a demand.

concessionary bargaining

A type of bargaining in which the employer asks the union to eliminate, limit, or reduce wages and other commitments in response to financial constraints

integrative bargaining

A type of bargaining that seeks win-win situations and solutions that are responsive to the needs of both the union and the employer

fair representation

A union's legal obligation to evenhandedly represent all bargaining-unit employees, both union members and nonmembers alike

distributive bargaining

A win-lose type of bargaining between the union and the employer in which each party gives up something to gain something else.

2nd Supreme Court Case in 1990

American Hospital Administration v. National Labor Relations Board

lockout

An act by an employer when it shuts down operations during or before a labor dispute

collective bargaining

An activity whereby union and management officials attempt to resolve conflicting interests in a manner that will sustain and possibly enrich their continuing relationships.

union

An organization formed by employees for the purpose of acting as a single unit when dealing with management about workplace issues. "a group of employees (a bargaining unit) who have been recognized under the NLRA via the NLRD to negotiate a contract with & employer."

instructional systems design (ISD)

An organized, systems approach to training.

ADDIE model

Analysis, design, development, implementation, and evaluation; a systems approach to training.

grievance

Any employee's concern over a perceived violation of the labor agreement that is submitted to the grievance procedure for eventual resolution.

Gallup-Healthways Well-Being Index (Research)

Do Happier People Work Harder? Method: -Has been polling over 100 adults every day since January 2008. -The questions are about job satisfaction & engagement. -Samples are from a variety of industries income levels, age groups Results: -job satisfaction & employee engagement matters. -Gallup estimates that ler job satisfaction & engagement costs $300 billion a year in lost productivity. -& of course there is a qualitative cost.

authorization cards

Documentation cards signed by individual employees that indicate a desire to designate the union to act as the employees' collective bargaining representative.

mobile learning

Educational content delivery through smartphones, MP3 players, and personal digital assistants (PDAs)

Line Manager role in employee relations

For HR policies/ procedures: -Know & communicate HR policies/ procedures to employees. -Fairly, flexibly, consistent apply HR policies/ procedures. -Give feedback to management/ HR re: policies/ procedures. For work environment issues: -Know how to establish a constructive work environment -Know how to be an effective leader -Know what your boss expects of you re: employee relations

primary verification

Information directly from the licensing authority; verifies a new hire's license.

1st Supreme Court in 1989

James George Walker was a pharmacist and was fired at Suburban Hospital Associated for insubordination because he refused to turn in slips on his shift. He was in a protected class- EEOC. Wanted to sue for $100 mil. + 15 mil each (Didn't win.)

Leaders have a significant role in influencing what?

Job satisfaction & Engagement.

Labor Relations v. Preventative Labor Relations

Labor Relations: managing a unionized workforce. Preventative Labor Relations: maintaining a union-free workforce.

Taft-Hartley Act

Law that amended the National Labor Relations Act in 1947; it protects employers and gives states permission to enact right-to-work laws

right-to-work-laws

Laws that prohibit union membership (and related union security clauses) as a condition of employment, in accordance with point 14(b) of the National Labor Relations Act.

1974 Health Care Amendments to the Taft-Hartley Act

Legislation that made approximately 2 million additional healthcare workers eligible for union representation and provided stringent protections regarding work stoppages to safeguard patient care.

Evaluating Training: 4 methods

Level 1. Reactions: What did the participations think or feel about the training? Measures: surveys, "one minute essays," "happy sheets," etc. Level 2. Learning: To what extent did participants experience changes in K, S, As as a result of the training? Measures: pre/post tests, use of control groups, self-report, etc. Level 3. Behavior: Can behavior change be observed on the job as a result of the training (transfer of training)? Measures: pre/post assessment, performance evaluations, use of control groups, 260 feedback, etc Level 4. Results: Have organizational outcomes/ goals been impacted? Measures: use of correlational or cause/ effect statistics on key business goals such as finance, service, employee turnover, market share, quality. This is the level that executive are most likely to be interested in!

occupation

One's principal activity and means of support.

picketing

Outside patrolling by union members of any employer's premises for the purpose of achieving a specific objective

Americans with Disabilities Act

Passed by Congress in 1991, this act banned discrimination against the disabled in employment and mandated easy access to all public and commercial buildings.

Training Trend: Long Term Care

Problem: "In Texas nursing homes are poorly staffed & rife with problems. The state has twice the average rate of nursing home complaints (federal data.)" One solution: Last session the legislature responded by passing a law requiring more training for people providing direct care.

Percentage of HCO workers in the private sector who are in unions

RNs- 20.4% All other healthcare workers... 12%

webinars

Seminars posted on the Internet, either conducted live or recorded and broadcast.

There are how many interdependent paths to effective employee relations? ON TEST: HOW ARE THESE TWO PATHS INTERDEPENDENT?

TWO (shown below) -Legal/policy compliance ex. EEO, ADA, FLSA, ERISA, etc. -Relational ANSWER: Can provide flexibility, If you know how to be relational, you have fewer problems in legal/policy compliance.

TWC

Texas Workforce Commission

Transfer of Training

The extent to which new learning is used ON THE JOB "Only about 15% of new learning remains a year later unless transfer of training is intentionally managed." What works best? Evidence suggests: what the manager does BEFORE training!

Employee Relations

The leader's responsibility to establish a constructive work environment

National Labor Relations Act

The legal framework for the labor relations process in the United States; it contains significant provisions intended to protect workers' rights to form and join unions and to engage in collective bargaining, and it defines unfair labor practices.

due process

The procedural aspect of disciplinary cases under a labor agreement

Training Evaluation

The process of collecting the outcomes needed to determine if training is effective

succession planning

The process of identifying and developing employees for potential promotion or transfer into positions that are critical to operations. Succession planning ensures that the vitality of an organization continues

labor relations process

The process whereby management and the union jointly decide on and administer terms and conditions of employment.

training implementation

The step of the training design process in which rollout occurs and evaluation data are collected for analysis.

training evaluation

The step of the training design process in which the information collected after implementation is reviewed to determine whether objectives were met.

training development

The step of the training design process in which the training materials, including the curriculum and learning outcomes, take shape; also includes a dry run and feedback.

training design

The unifying thread of all training modes, in which the grand plan is established, timelines are set, and the overall project outline is created.

mandatory bargaining issues

Topics related to wages, hours, and other conditions of employment that must be negotiated between the union and the employer as part of collective bargaining.

voluntary bargaining issues

Topics, such as benefits for retired employees, that can be negotiated between the union and the employer as part of collective bargaining only if both parties so desire. Also called permissive or non mandatory issues.

functional training

Training that produces personnel who can perform tasks but who may not know the theory behind the practice.

Drug-Free Workplace Act

U.S. law that requires federal contractors with contracts of $100,000 or more as well as recipients of grants from federal government to certify they are maintaining a drug-free workplace.

General Record Keeping Requirements

While some wage and hour records must be kept only two years, others require retention for three years under the federal law, and since the Texas unemployment tax rules require a four-year retention period for payroll records, it is a good idea to keep all wage and hour records for at least four years.

positive discipline

a disciplinary process that is not punitive but focuses on constructive feedback and encourages employees to take responsibility for trying to improve their behaviors or performance at work

employee engagement

a measure of the employees' positive and negative attachment to their job—a measure that influences their job performance.

job satisfaction

a positive feeling about one's job resulting from an evaluation of its characteristics

Training Needs Assessment

a process to determine if there is a competency gap (K,S,A) in the learner. If there is no "gap" why would you be doing training? Ex. You are the supervisor of a patient admissions department & want to improve your department's patient satisfaction scores. You are thinking about conducting training with your staff on this topic. How would you do a needs assessment? 1. Identify a satisfactory level of competence: K, S, As. 2. Develop measurement methods - ex. test, observation, interview, critical incident 3. Determine gaps (degree & kind)

Employee Engagement

an individual's involvement with, satisfaction with, and enthusiasm for the work he or she does

satisfaction

comfort with the job

progressive dicipline

discipline for increasingly severe sanctions for repeated problems related to performance or behavior. usual steps to approach this issue (all documented): 1. Informal counseling 2. verbal warning 3. written counseling 4. suspension 5. termination

engagement

enthusiasm for the job

analysis

facts are collected to determine what kind of intervention is necessary.

organizational development

interventions intended to improve an organization's effectiveness using behavioral science theory & techniques

Learning Pyramid

lecture 5% reading 10% audio-visual 20% demonstration 30% discussion group 50% practice by doing 75% teach others 90%

Disparate Treatment

protected class members are treated differently

Texas Payday Law

sets out the procedures that an employer must follow in paying its employees and provides employees with an avenue of forcing their employers to pay unpaid wages

Disparate Impact

substantial under-representation of protected- class members resulting from employment discourage that work to their disadvantage

Sexual Harassment

the abuse of one's position of authority to force unwanted sexual demands on someone

Although salary is an important aspect of employee recruitment and retention, other aspects of work are also influential, such as the following:

◆Leadership support ◆Ability to contribute to the organization and provide quality care to patients ◆Degree of autonomy ◆Engagement in positive relationships with direct supervisors and peers ◆Good working conditions ◆Ability to maintain a work-life balance

The primary reasons for the increased supply of and demand for healthcare professionals include the following interrelated forces:

◆Technological growth ◆Specialization ◆Changes in third-party coverage ◆The aging of the population ◆The proliferation of new and diverse healthcare delivery settings

The critical tasks in step two are to

◆accurately outline the objectives, ◆communicate them to all involved, and ◆ensure that they are thoroughly understood.

Learning needs can be determined by

◆reviewing organizational records and reports, supervisors' evaluations and recommendations, and critical incident reports; ◆directly observing workers; ◆conducting surveys; ◆checking professional standards; ◆brainstorming; ◆testing workers; ◆reading existing literature; and ◆holding focus groups