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Performance Management at Middlesex Hospital:
Joint Commission Compliance and the Battle Against Paper
Karen Scoville: Director Employee Relations◦ Joint Commission Competency Assessment
Cindy Parker: HRIS/Payroll Manager◦ Diagnosis: The Problems◦ Treatment: The Process
Trish Rajotte: HR Generalist/Project Lead◦ Prognosis: The Outcome/Conclusion
Don Berman: HRTMS Talent Management Consultant◦ PE System Demonstration
Joint Commission Competency Assessment
Job description documentation for all positions Clear definitions of competencies according to specific
needs, laws and regulations Periodic performance evaluations Grounded in organizations performance improvements
efforts Regular collection and analysis of data on patterns trends
and training needs
DIAGNOSIS: The problems
Difficulty locating documents when needed Reviews were sometimes lost HRTMS help early on with excel based product Most systems require us to adapt to them, HRTMS adapted
the system to our needs Difficulty insuring reviews were completed on time Difficulty keeping job descriptions up to date HR didn’t always have the required expertise to maintain job
descriptions Many evaluations required manual intervention and tweaking
particularly for nurses (tier) compensation
TREATMENT: The process
Well developed review document and manual processProject Staff turnover hindered progressTried leveraging Excel spreadsheets-but problems persistedChose HRTMS Performance because:
Allowed us to maintain the things that worked about our current process while eliminating the negatives
Cost EffectiveHR took an active role and assigned responsibility to specific
individualsLeveraged HRTMS domain expertise and staff augmentation
when needed
PROGNOSIS: The Outcome
Automated PE system handles reviews online Evaluations can be retrieved for any employee at any time HR can see where in process reviews are at any time Overdue reviews are brought to HR’s attention and routed for
appropriate signoff Employees e-sign review and confidentiality agreement Merit increases are controlled and distributed Job description can be updated by managers but controlled
centrally by HR Able to handle specialized process for directors, doctors and admins Able to automate difficult tier structure for compensating certain
nursing positions
PROGNOSIS: Conclusion
Roll out in phase approach by department Capture updated job descriptions as we go Learn as we go and tweak system appropriately Expect dramatic decrease in manual effort Expect Improved compliance and reduced stress during
competency assessments Using this technology to solve other painful manual processes
starting with Position Change Notice form
Thank You
Karen Scoville: Director Employee RelationsKaren_Scoville@midhosp.org
Cindy Parker: HRIS/Payroll ManagerCindy_Parker@midhosp.org
Trish Rajotte: HR Generalist/Project LeadPatricia.Rajotte@midhosp.org
Don Berman: HRTMS Talent Management Consultantdberman@HRTMS.comTalentmanagementsuite.com
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