Training & Development at FAMC

Objectives

• Participants will understand how HR and T&D can assist them in their management roles

• Participants will know how to evaluate staff training needs

• Participants will be able to identify critical competencies within their areas

• Participants will be able to explain where documentation is kept

• Participants will be able to measure job performance

• Participants will discuss top 10 keys to building a productive workforce.

JobDescription

JobDescription

Annual SkillsValidation of

CriticalCompetencies

Annual SkillsValidation of

CriticalCompetencies

PerformanceAppraisal

PerformanceAppraisal

Orientation&

Core SkillsValidation

Orientation&

Core SkillsValidation

Job Requirements

Job Requirements

Components of Performance Management HR can assist you with each of these topics

Components of Performance Management HR can assist you with each of these topics

Pathway To Insure CompetencyPathway To Insure Competency

Focus: Based on actual job expectationsand follows established criteria

Focus: Based on actual job expectationsand follows established criteria

Focus: Verification that employee maintains all such requirementsas delineated in job description

Focus: Verification that employee maintains all such requirementsas delineated in job description

Focus: Based on competencies andaccountabilities identified in

job description

Focus: Based on competencies andaccountabilities identified in

job description

Focus: Core skills required by employeeto perform job responsibilities

to FAMC standards

Focus: Core skills required by employeeto perform job responsibilities

to FAMC standards

Focus: High risk, problem-prone skillsrequired of employee to successfully

perform job responsibilities

Focus: High risk, problem-prone skillsrequired of employee to successfully

perform job responsibilities

Focus: Is based on needs identifiedthrough performance assessment,

trending data, & mandatory requirements

Focus: Is based on needs identifiedthrough performance assessment,

trending data, & mandatory requirements

Job DescriptionJob Description

Licensure, credentialing,and certification

Licensure, credentialing,and certification

Performance AppraisalPerformance Appraisal

Core Competency Assessment

Core Competency Assessment

Annual SkillsValidation

Annual SkillsValidation

TrainingTraining

Criteria for Job Descriptions/Performance AppraisalsCriteria for Job Descriptions/Performance Appraisals

Heading with a job title, FLSA status,job number, organizational

information, and date of last revision

Heading with a job title, FLSA status,job number, organizational

information, and date of last revision

A dated statement signed by the employee that he has read & understands the job

description and the expectations of his job

A dated statement signed by the employee that he has read & understands the job

description and the expectations of his job

A brief position summaryA brief position summary

Knowledge, skills, & abilities necessary to meet performance expectations which are

based on identified customer populations

Knowledge, skills, & abilities necessary to meet performance expectations which are

based on identified customer populations

Required working conditions identified toaddress ADA issues

Required working conditions identified toaddress ADA issues

Competencies required to successfullyperform the responsibilities of the job

Competencies required to successfullyperform the responsibilities of the job

Accountabilities and behaviorsthat reflect FAMC mission and values

and which are expected of all employees

Accountabilities and behaviorsthat reflect FAMC mission and values

and which are expected of all employees

Key componentsto include inJob Descriptions/Performance Appraisals

Blitz: Annual Review

• Mandatory Training/Review by accrediting or regulatory agencies– Topics predetermined such as Fire Safety,

Harassment, etc.

• Critical Competencies identified by– Committees: Safety, Injury Prevention, etc.– Departments: Meets specific criteria as follows– YOU!

Hierarchy Tool to Measure Competency Training Needs

Critical Processes

(fall in all 4 categories)

Extremely Important Processes

(fall in 3 of 4 categories)

Very Important Processes

(fall in 2 of 4 categories)

Important Processes

(fall in 1 of categories)

Categories

• High volume

• High risk

• Problem prone

• High cost

(Katz,Green, 1992)

Lifting & Moving

Criteria To Identify Critical Competencies Criteria To Identify Critical Competencies

Is it a high risk skill that staffhave indicated a level of

discomfort in performing?

Is it a high risk skill that staffhave indicated a level of

discomfort in performing?

Is it a high risk skill that is not performed frequently enough

that an adequate level of competency can be assured?

Is it a high risk skill that is not performed frequently enough

that an adequate level of competency can be assured?

Is it a high risk skill that hasbeen identified as problem-prone through incidents, errors, complaints, etc?

Is it a high risk skill that hasbeen identified as problem-prone through incidents, errors, complaints, etc?

If yes,validate

atAnnual Skills

Training

High Risk Low Volume

High Risk Problem Prone

High Risk Staff Uncomfortable

DocumentationDocumentationJob Application & ReferencesSigned, current Job Description/

Performance AppraisalsHospital-WideOrientation Checklist

Salary InformationCopy of current License

Disciplinary Actions

Job Application & ReferencesSigned, current Job Description/

Performance AppraisalsHospital-WideOrientation Checklist

Salary InformationCopy of current License

Disciplinary Actions

BLS/CPR Certification RecordsCopy of Job Description

Copy of Performance Appraisal Unit Specific Orientation Checklist (New Employees or Veteran Staff

who have New Duties) Validation Tools on Basic Core Skills & Annual Assessment of Critical Skills

Documentation that demonstrates that any deficiencies have been addressed

Training Files on all Training done in the Department (including how the need was

identified, methodology, program outline & objectives, and copies of teaching aids)

BLS/CPR Certification RecordsCopy of Job Description

Copy of Performance Appraisal Unit Specific Orientation Checklist (New Employees or Veteran Staff

who have New Duties) Validation Tools on Basic Core Skills & Annual Assessment of Critical Skills

Documentation that demonstrates that any deficiencies have been addressed

Training Files on all Training done in the Department (including how the need was

identified, methodology, program outline & objectives, and copies of teaching aids)

Blitz Compliance RecordsContinuing Education Rosters

Training Files on all Training that is not department-specific

Moving to Swank

Blitz Compliance RecordsContinuing Education Rosters

Training Files on all Training that is not department-specific

Moving to Swank

Where should

documentationbe

maintained?

Where should

documentationbe

maintained?

Human ResourcesHuman Resources

Training &

Development

Training &

Development

DepartmentDepartment

Measuring Job PerformanceMeasuring Job Performance

PerformanceAppraisal

Identify & measurekey competencies or

responsibilitiesfrom job

description

Identify & ratebehaviors

that demonstrateFAMC values

Help employee identify & build on

strengths

Develop an action plan together

to improve performance

What are FAMC’s 10 Values?

If you have to rate

them…and if you have to be

rated on them….you should

know them!

1. Service

2. Compassion

3. Integrity

4. Communication

5. Leadership

6. Flexibility

7. Teamwork

8. Commitment

9. Efficiency

10. Creativity & Innovation

PEOPLE

LEADERSHIP

PROCESS

Support Workforce

Flexibility

Have Fun

in the Workplace

Select the Right People

Build R

elatio

nship

s

Promote Efficiency

Promote Accountabilitythrough the Use of Tools

Establish

Fair Policies

Communicate

Live YourCore Values

Ensure

Quality

Staffing Effectiveness

Top Ten Keys to Building a Productive Workforce

Support Workforce Flexibility

• Leverage the skills staff have• Offer job enhancement• Challenge traditional roles• Be flexible about volume changes• Balance staff needs

– Four-hour shifts, seasonal shifts, shift bidding

• Manage staffing shortages

Curse of the Vanishing Employees Video addresses these issues

People

Have Fun in the Workplace

• Laughter is good medicine• Acknowledge that people are more than

employees• Create an environment that fosters creativity• Celebrate• Reward and recognize

– Know what it means– Goals and incentives– The small things are important– Everyone should participate– Offer education

People

Live Your Core Values

• Do you remember what our values are?• Service• Compassion• Integrity• Communication• Leadership• Flexibility• Teamwork• Commitment• Efficiency• Creativity & Innovation

People

Promote Efficiency

• Streamline

• Redesign/innovative adaptation– “If it’s not invented here, it can’t be any good”

syndrome

• Review processes

• CROP Program

Process

• Involve employees in search for best practices

• Meetings, travel, email (Telehealth)

• Work toward a common goal (target)

• Right patient, right staff, right place, right time

Promote Efficiency (cont.)Process

Establish Fair Policies• Align your human resource practices with your

objectives– Fairness– Equity– Consistency

• Balance control and guidance• Ensure policies are in place and enforced fairly

across the organization• Not all staff are created equal. You may not be able to be as lenient with one staff meember as another…

why? Because they do not handle autonomy in the same fashion, etc.

• We encourage a “no layoff” policy– Transition and Assistance Policies

Process

ProcessPromote Accountability through the Use of Tools

• Develop tools and audit functions that hold directors/managers /staff accountable• One of the quickest ways to lose credibility with staff

• Measure quality results

• Share productivity results, quality results, and plan for improvement with all levels of the organization

Select the Right People• Hire good people up front

– Interview skills– Mission oriented

• Ability to communicate• Right people, right place, right time• Evaluate those who are barriers to efficiency and

workplace well-being• Downsizing, attrition, hiring freeze• Transition center• Retention and recruitment strategies• Promote right behavior, retain high performers

Leadership

Positive Leadership Lessons• Frequent, repetitive communication• Set the lineup, pick the teams• Encouragement, feedback, cheerleading• Clear away obstacles, anticipate problems• Welcome the shakeout—let your process identify

winners and losers• You are the role model (Leadership Pickles Video on Friday)

• Visibility—rounds on patients, staff, and physicians• Work across disciplines—no silos

Leadership

Negative Leadership Lessons

• Threats and chest pounding• Layoffs• Across-the-board cuts• Hiring freezes• Deadline extensions• Management salary cuts• Involvement in politics and conflict

Leadership

Attributes of Successful Change Processes

• Comprehensive and orchestrated• Inclusive• Delegation and accountability• Open, honest and documented• Communicate, communicate, communicate!• Brevity and urgency• Momentum

Leadership

Homework

Identify 3 Training NeedsThese can be

Individual NeedsDepartmental Needs

Organizational NeedsList how you identified them from the

grids and hierarchy provided