RESHAPING HEALTHCARE BEHAVIORS

RESHAPING HEALTH CARE BEHAVIORS
By Matt Stone QHCusa 2010

HR Planning is vital to both organizational efficiency and productivity. HR Planning helps promote user friendly tactical tools, such as a tailored metrix, a tool used to promote specific initiatives tailored to strategic measures and organizational strategies (Saratoga, 2010).

Consider personality development decisions making as a core to organizational strategies, such as culture beliefs, planning, processes, accountability and ethical behaviors.

According to Saratoga (2010), “most successful organizations manage their human capital as a strategic asset by aligning workforce with organizational strategies through charters or metrics to drive decisions, monitor performance, and improve results” Ultimately, identifying potential barriers and resistance to change.

Promoting strategic planning will strengthen organizations accountabilities to head on barriers and eradicate them as every barrier is somewhat interrelated to another. As an administrator, If we analyze Saratoga “Strategic Asset” as people, and how planning is crucial as we measure performance, we also need to focus on the core of performance as a driver for efficiency sustainability.

For instance, personality development among staff as this may promote process improvements decisions, and sustainability (Kinicki et al.2006). One example promoting strategic human resources management is measuring behavioral decision characteristics such as, patient provider relationship. Strategic Planning metrix can be used  to maximize emergency hospitalization by measuring to approach to task and decisions.

Bowmen (2010) writes “Nearly 120,000 deaths could have been prevented had all hospitals throughout the U.S. performed to the same standard as those hospitals in the top 5 percent. moreover,  an analysis by Health Grades which is a new annual study examining emergency care. For example, the highest performance measure for quality care reached a level of 5%, that’s 118,014 patients which could have potentially survived their emergency hospitalization” (Bowmen, 2010).

How should we go about tailoring a metrix to address 118,014 patients which could have potentially survived their emergency hospitalization?

Perhaps we start at the  organizational cultural belief levels linked to, ethical decisions, quality and access sustainability and accountability as it relates to  mission, vision and values while supporting quality, access and cost. It’s about actionable fact-based information about organization workforce growth not depletion of staff levels (Bowmen, 2010).

We should take heed to Bowmen analysis as it relates to behaviors of hospitals performance, as every department center is interrelated within a circle of performance impacting final outcomes. Administrative pools are the engine of our health system, without them, our health system becomes fragmented.

By promoting HR accountabilities will enforce our ethical beliefs and organizational goals, more important,drives  opportunities to measure cultural behaviors while reaching a common goal (Kinicki et al. 2006).

Metrix One: Sample HR Metrics can be used to ensure behaviors are cohesive to ethical boundaries and resource allocation whether internal or cross functions. For instance, how well facility demonstrates fairness in allocating resources across programs, services, and patients.

Ethical practices “learned behaviors” is an example of how well a facility demonstrates equality (Miller, 2006). For instance, how well our facility supports ethical behaviors in everyday interactions in the workplace. What do we practice when others are not looking

Miller (2006) supports that we’ve got to promote critical thinking and critical reasoning skills among our staff because, most ethical issues can be misinterpreted such as, moral vulnerabilities effecting performance, employment retention status and income, a relationship to quality care” (Miller, 2006). Applying Sample HR Metrics will sharpen skills needed to promote programs and services, thus, improve organizational continuity versus a negative stigma of HR as bullies (Hammonds, 2005).

Mastering Human Resources Management processes lends credibility to Strategic Planning unity, and ethical support as we move along, as we know, everything in our bubble of healthcare relates to job satisfaction, human capital or “strategic asset”… at the end, influences those who are vulnerable to cost cutting.
_______________________
Metrix One-Sample HR Metrics:

Employment
•Time-to-fill•Cost-per-hire
•Number of positions filled
•Annual turnover rate

HR Departments and Expenses
•Total HR staff•HR-to-employee ratio
•HR expenses
•HR expense to operating expense ratio
•HR expense per FTE
•HR staff/1,000 employees

Health Care
•Health care expense per all employees
•Health care expense per covered employees
•Percentage of premium organization pays for employee-only coverage
•Percentage of premiums organization pays for employee and dependent coverage
•Projected increases in health care expensesCompensation
•Annual salary increases
•Salaries as a percentage of operating expense
•Cost of benefits per employee

Organizational Data
•Revenue
•Revenue per FTE

Net Income
•Net income per FTE

Injuries and Lost Time
•Lost days due to work related injuries
•Sick leave usage
•Lost time/restricted duty rate
•Total injury rate

Sick leave usage metrics
•Total sick leave payments per employee
•Total lost workdays per employee
•Paid sick leave days per employee
•Unpaid sick leave days per employee
•Lost productivity per employee
•Lost productivity as % of net income

Turnover
•Voluntary turnover rate
•Cost of turnover

______________________________
Metric two: Saratoga Measurement Model:

Saratoga Model could be used as an indicator tool to measure efficiency, productivity, and values. Saratoga (2010) of PricewaterhouseCoopers, endorses our Saratoga measurement model as, “the model assists  teams, executives and HR departments to help them measure, manage and maximize value of our workforce.

Saratoga Measurement Model will help identify rigorous, systematic, and evidence-based approach to planning and managing a workforce and thus,resulting in a significant impact on corporate value. Saratoga's approach to measurement theory combines the power of attitudinal surveys with metrics to provide actionable fact-based information about the state of an organization’s workforce (Sarotogo,2010).

Saratoga Measurement Model focuses on three key areas: Workforce effectiveness, HR program effectiveness, and HR delivery effectiveness.

Attitudinal Surveys: Metrix:

Work force effectiveness: Work force surveys. 
Metric: Work force life cycle-HR program effectiveness: Program satisfaction and preference surveys. 
Metric, program investment-HR delivery effectiveness: HR customer satisfaction surveys. Metrics for HR department