Workforce assignment
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School
Louisiana State University *
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Course
7105
Subject
Health Science
Date
Jun 22, 2024
Type
docx
Pages
4
Uploaded by johnjohn258
Workforce
Workforce Environment
Workforce environment provides all the necessary support and resources for the employees to perform their job. A positive environment promotes employee safety and growth while achieving the organizational goal. On the other hand, an unfavorable work environment leads to employee dissatisfaction, lack of motivation, and frustrations, resulting in resignation and poor productivity. Therefore, an effective and supportive workforce environment is essential in an organization. AHWM uses various methods to build an environment that supports and nurtures the employees. Some of them include various councils to support core competencies; sub-councils to address changing workforce capability and capacity; committees to look after workplace health, security, and accessibility; and programs designed to meet associates' needs, traditional healthcare structure, application of six Vital Signs, and goals in performance evaluation.
Workforce capability and capacity define knowledge, skills, experiences, practices, cultures, and shared values required for an excellent performance. In AHWM, the executive team, Organizational Performance Council (OPC), and the engagement council decide the workforce capability and capacity. They addressed capability needs annually and weekly, whereas capacity needs annually, weekly, and every four hours. Annual assessment includes the use of the Strategic Planning Process (SPP). This process includes eight steps that are essential for organizational development. These eight steps include environmental scan, future visioning, SWOT intelligence, five-year plan, deployment, resource integration, one-year plan, and integration of plan to OPC process (Appendix B). Resource integration is associated with the human needs that address the workforce's capability and capacity. It includes the analysis of
staffing needs and educational programs essential to support the current and future operations. "Skills, competencies, certifications, and staffing levels including associates and medical staff" must align with the strategic initiatives and operation's needs. In addition, a medical staff development plan includes a three-year comprehensive assessment that determines physician capability and capacity needs. It also drives physician recruitment.
AHWM is determined to hire a diverse workforce in the organization. The diversity report indicates diversity outcomes for the "Governing BOD, Foundation BOD, residency programs, chaplaincy, physicians, volunteers, workforce segments, Medical Executive Committee, and patients." The organization prefers to hire a local workforce and supports residents who want to pursue a career in nursing. The Talent Acquisition Department is responsible for the recruitment process for new associates. The department organizes job fairs and affiliates with various community resources, such as local trade schools or universities, for clinical and non-clinical positions. In addition, they also use search firms and recruiters as required. Job posting and application processes are accomplished online for internal and external candidates, and the interviewing process utilizes a standardized interview tool. All new hires will
receive orientation on Missions, Visions, Values, Guiding Principles (MVVG) and the code of ethics. Afterward, each department is responsible for providing further information regarding cultural and operational expectations. Moreover, the Engagement Council monitors associate retention data through the OPC rhythm and shares best practices from high-performing departments to improving ones. Therefore, various departments play an essential role in recruiting, hiring, and onboarding new workforce members. In order to run the organization smoothly, AHWM must plan accordingly with the changing capability and capacity needs. The FTE sub-council consists of AHWM's executive
team, nursing, ancillary services, and support departments that monitor the approval of all new and replacement, including clinical and non-clinical positions. At the same time, the executive team is responsible for leadership positions or strategic initiatives positions. The sub-council meets weekly to evaluate staffing needs and includes daily processes based on patient census. Flexible programs and cross-trainings are also available to make staffing adjustments daily. Furthermore, monthly OPC meetings, weekly executive team meetings, and daily huddles among
staffs help to analyze organization's changing capability and capacity needs.
Proper organization and management are essential for the stability of the workforce in any organization. AHWM manages the workforce with a traditional healthcare structure. Workforce members in different units work under their managers, managers’ report to the director, and directors report to the senior leader or vice president. Directors are also involved in council and sub-council structure, set goals and embed core competencies within their department, and are responsible for supporting and evaluating their team members to run the department. The OPC and the council structure work in collaboration with Quality Improvement,
Patient Safety, and other Medical Executive Committees to manage the workforce while maintaining core competencies as indicated in the organization's mission and vision. The organization reviews the performance at least monthly and monitors the competencies and uncompleted tasks. Health, security, and accessibility are the essential components of workforce satisfaction in any organization. In AHWM, the Environment of Care Committee is responsible for workplace health, security, and accessibility. The organization has Wellness@White (W@W) program to support the A associate Engaged benefits plan. This program uses the Precede/Proceed logic model for programming. This model has three phases: planning,
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implementation, and evaluation. The planning phase includes the assessment to identify health priorities and the appropriate programs to improve these priorities. Next, the implementation phase uses Gantt Chart to schedule program planning throughout the year. The final phase, evaluation, includes data collection, analysis, aggregation, and annual submission to the Wellness Task Force and the Engagement Council. Based on the Centers for Disease Control worksite health site, W@W uses the scoring system for worksite safety to receive feedback. The positive feedback and the multiple awards from various health organizations demonstrate the quality of health measure in this organization. AHWM has also increased security measures to provide a safe and secure workplace environment. Some of the measures include security officers, appropriate classes and training, phones, cameras, and special codes for emergency purposes. Furthermore, AHWM has made several updates regarding accessibility. Some include baby changing stations in men's bathrooms
and dual security systems in susceptible areas such as Neonatal Intensive Care Unit.
AHWM has different programs available to meet the diverse needs of its workforce. Some of the vital workforce benefits include health insurance, 403B option, daycare, tuition reimbursement, paid leave, and sick leave. AH annually assesses benefits and conducts a marked
comparison to determine needs and potential benefit gaps. The organization offers two-tiered benefit levels. The engaged plan costs less and provides participation benefits such as nutrition counseling and no-cost generic maintenance medications. The participation is based on biometric
testing, online wellness assessment, wellness program participation, and care management as needed. On the other hand, the base plan contains traditional benefits in comparison to the engaged plan. These various plans, services, benefits, and policies support the workforce to meet their needs.