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Session TitlePresenter name & date
Information brought to you by:
Forrest TurnerKatie Rexrode
Malorie Andrews
11-E
Overview Central Columbia Hospital recently hired a new CEO- Anita
Green Anita Green has implemented several changes
– Transformed obstetrics, radiology, gastrointestinal, and out-patient laboratory into revenue-producing service lines
Janet Hillard has addressed the lack of qualified employees Green feels Scott is not innovative enough to take the
company to the next level Competition is present with larger employers in the region A need to discover the true potential of the employees
Minor Problems Potential loss of their facilities manager Infrequent supervisor evaluations Tension between Scott and Green
Major Problems Lack of high quality employees Lack of training potential and leadership
development within company Lack of diversity within company Employee Retention and Satisfaction
Causes: Minor Problems Potential loss of their facilities manager – No room for growth
Infrequent supervisor evaluations – Lack of involvement from management
Tension between Scott and Green– They have different ideas of the company
Causes: Major Problems Lack of high quality employees
– Limited internal training Lack of training potential and leadership development
with in company – Only basic supervisory training – No leadership training or potential
Lack of diversity within company– Hiring practices
Employee Retention and Satisfaction – No room for growth
Alternative 1 Promote the Human Resource Manager to Vice President of
Human Resources– This individual will work directly with the CEO, Anita Green
Replace Frank Scott with a more qualified individual Training and Development Specialist
– Open a national search for a qualified person– Responsibilities
• All previous HR Manager’s Responsibility• Internal Training
– Once a month in-service• Implementation of One-on-Ones• Development of a Diverse Workplace
– Diversity Workshops
Hospital President/CEO
Anita Green
Chief Financial Officer
Business Officer Manager
Admissions
Payroll Manager
V.P. of Human Resources NEW HIRE
Human Resource Assistant
Employment Specialist
Employee Health Specialist
V.P. of Patient Care Services/CNOAnn Romero
Patient Care Educators Director of Nursing
Nurse Managers
Patient Care Coordinator
Risk Manager
Human Information
Manager
V.P of Ancillary Services
Janet Hillard
Director of Radiology
Facilities Manager
Environmental Services Manager
V.P. of Medical Staff
Dr. David Huhn
Medical Staff Members
Physician Recruitment
Executive Assistant
Suzy Hemmings
CONS Satisfies Green’s ideas Innovation Higher qualifications
leading to more advancements within HR
Increasing the quality of workforce
Delegation and division of tasks within HR
Potential for increase of Retention Rate
PROS Risks with hiring a
new person Discourages
promotions within the company
Not internal recruiting
Option 2: Promote Frank Scott to V.P. of Human Resources
– On condition that he agrees to expand his leadership education– Will be expected to focus on legal requirements as well
Hire a Training and Development Specialist– Responsibilities:
• Internal Training – Once a month in-service
• Implementation of One-on-Ones• Development of a Diverse Workplace
– Diversity Workshops
Hospital President/CEO
Anita Green
Chief Financial Officer
Business Officer Manager
Admissions
Payroll Manager
V.P. of Human Resources Frank Scott
Human Resource Assistant
Employment Specialist
Employee Health Specialist
Training and Development
Specialist
V.P. of Patient Care Services/CNOAnn Romero
Patient Care Educators Director of Nursing
Nurse Managers
Patient Care Coordinator
Risk Manager
Human Information
Manager
V.P of Ancillary Services
Janet Hillard
Director of Radiology
Facilities Manager
Environmental Services Manager
V.P. of Medical Staff
Dr. David Huhn
Medical Staff Members
Physician Recruitment
Executive Assistant
Suzy Hemmings
CONS Frank Scott’s internal
value is maintained New employee
focused on problem areas
Addressing Green’s concerns
Increasing the quality of workforce
Delegation and division of tasks within HR
Potential for increase of Retention Rate
PROS Risk involving hiring
a new person Not internal
recruiting Cost of
compensation for programs
Our Recommendation Option 2 More risk Most potential for success
Implementation- Upon the approval by Board of Directors
1. Promote Frank Scott– On the condition that he expands his leadership education
2. Hire a Training and Development Specialist– National search
3. Mandatory meeting with all department supervisors– Discuss the changes and new programs
4. Within 3 months begin monthly in-service programs5. Within 6 months
– Organize semi-annual One-on-Ones– Host the first Diversity Workshop
2025 Goals More diverse workplace and more diversity
awareness Higher quality employees We anticipate higher employee satisfaction so we
project that there will be a higher patient satisfaction
Employee Count by Ethnicity and Gender
Ethnicity Number of Employees Percentage 2025 Goals
White (Not Hispanic) 788 81.8% 73.4%
Black (Not Hispanic) 95 9.8% 14.3%
Hispanic 64 6.7% 8.6%
Asian/Pacific 16 1.7% 3.7%
Gender
Female 541 56.2% 53.90%
Male 422 43.8% 46.10%
Patient Satisfaction- Most Recent Annual Report (Compared to Peers, State and National Average)
Percentage of patients who: Central Columbia Competitor A Competitor B State
AverageNational Average
2025 Goals
Reported that staff "always" explained medicines before administering. 59% 57% 63% 62% 64% 63%
Reported that their room and bathroom were "always" clean. 65% 70% 73% 73% 73% 72%
Reported that the area around their room was "always" quiet at night. 54% 52% 48% 54% 61% 57%
Reported that yes, they were given information about what to do during their recovery at home.
86% 86% 87% 86% 85% 87%
Gave their hospital a rating of 9 or 10 on a scale from 0 (lowest) to 10 (highest). 62% 66% 75% 69% 70% 68%
Reported that yes, they would definitely recommend the hospital. 62% 69% 78% 69% 71% 70%
Overall 78% 81% 71% 84% 85% 90%
Most Recent Cultural Assesment-Survey of All Central Columbia Employees
Question Previous YearCurrent
Year 2025 GoalI would recommend employement here. 66.0% 62.3% 70.0%I am proud to work for this organization. 73.2% 71.6% 77.0%I often leave work with a feeling of satisfaction. 82.4% 83.1% 90.0%I have considered leaving during the past six months. 47.8% 51.5% 35.0%I feel there are opportunities for long-term growth at the hospital. 62.3% 60.4% 75.0%I would recommend the hospital to others considering health services. 78.2% 77.0% 85.0%
Work Cited 2015 Society for Human Resource Management Case
Study DeNisi, Angelo S., and Ricky W. Griffin. HR2. [2e Ed.].
Ed. Mason: South Western Cengage Learning, 2014. Print.
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