Ontology-based Competence Management for Healthcare ... · 07.09.2006 christine-kunzmann.de - Kompetenzorientierte Pers onalentwicklung [[email protected]] 6 1. Motivation

Christine Kunzmann1

Andreas Schmidt2

Ontology-basedCompetence Management forHealthcare Training Planning:

A Case Study

1 Kompetenzorientierte Personalentwicklung, Königsbach-Stein, Germany

2 FZI Research Center for Information Technologies, Karlsruhe, Germany

christine-kunzmann.de - Kompetenzorientierte Personalentwicklung [[email protected]] 207.09.2006

Agenda

MotivationStädtisches Klinikum KarlsruheCurrent problems

Concept

Implementation

Results and Lessons Learnt


1. M

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Städtisches Klinikum Karlsruhe


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Städtisches Klinikum Karlsruhe

Hospital for „maximum care“ (Maximalversorgung)3.500 employees (among them 1.250 in nursery)1.531 beds21 clinics5 institutes

Training and Consulting Center BBZvocational training for healthcare professionsmanager academyprofessional training

further education: ward management, specialized nurses etc.continuing training: conversation training, kinaesthetics etc.


1. M

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Current Problems

Insufficient training needs elicitationover/underestimationmissing offers

Requirements for nurses are increasinghigher quality requirements (because of quality management)higher pressure towards economic efficiency (introduction of theDRG system with fixed amount of money for case groups)

At the same time:reduced resources (both in terms of time and money) for training

Thus:more efficient human resource development neededquality assurance in human resources development processes


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Current Shortcomings

in strategic human resource developmentno forward-looking competence building, e.g., for plannedrestructuringno connection to operational level

in operational human resource developmentparticipation in training events is employee-driven orreactive to problems-at-hand

in strategic training planningopen survey with low response rates do not allowconclusions about training needs

in operational training planningno overview of current employee competenciesno planned competency development


2. Concept


2. C

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Concept: Overview


2. C

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Concept: Levels


Strategic Level

2. C

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pt


2. C

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Operational Level


2. C

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Strategic Training Planning


3. Implementation


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Modelling Competencies

Competency Catalog is the focal pointcontrolled vocabulary („ontology“)shared for all wards

Development processiterativelyinterviews, workshopsmoderated by a modelling expert

Discussions focussed on competency catalogwere more constructive


3. I

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Modelling Competencies (2)

Structurepoly hierarchy (mono hierarchy not sufficient!)mainly because of classification along multiple criteriafurther semantic relations currently not necessary

Problem: insufficient tool supportdon‘t support poly hierarchiesbad usabilityMindmap approach

but awkward poly-hierarchy support


3. I

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Competence Catalog


3. I

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Requirement Profiles

Defines what an employee in a certain area mustknow/be able to do

Mandatory: qualifications, legally required, criticalcompetenciesNice-to-have: mid-term development goals

priority were not necessary

Cascading profiles are helpfulgeneral requirements for all nursesspecial requirements for nurses on ward XY

Additional ward-level constraints„at least 50% of all employees should have competencyXY“


4. Experiences


4. E

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Thinking in Competencies

Competency development is often misunderstood as „participation in training events“

i.e. requirements profile = check listintensive interactive workshops required to establish and internalize thinking in competencies

Communicating development-oriented requirementsprofiles problematic

„competency gap“ misinterpreted as „being not qualified“instead of potential for competency development


4. E

xper

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ces

Experiences

PrivacyQualification and competency data is sensitive dataAcceptance by employees critical

it has to be made clear for which purpose data is collected(and for which purpose it is not)

ParticipationCompetence management is subject to worker‘s councilrightsAgreement beneficial, but this should be open for futuredevelopmentsCommunication in all phases required


Conclusions

Competence management is feasible for organizinghuman resource development in the nursery domain.

Defining processes and roles both on the operational and strategic level is essential for sustainability

Bootstrapping phase with modeling experts neededestablish thinking in competenciesguide the competency identification and modeling


Christine KunzmannKompetenzorientierte PersonalentwicklungAnkerstraße 4775203 Königsbach-SteinGERMANY

[email protected]

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Ontology-based Competence Management for Healthcare ... · 07.09.2006 christine-kunzmann.de - Kompetenzorientierte Pers onalentwicklung [[email protected]] 6 1. Motivation