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School
Strayer University *
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Course
JWI522
Subject
Medicine
Date
Feb 20, 2024
Type
Pages
3
Uploaded by LieutenantHeron3980
JWMI 522 – Assignment 1 Page 1 of 3
JWI 522: Assignment 1 | Chardonnay Ebanks - HR Snapshot Mission
Johns Hopkins Bayview Medical Center, a member of Johns Hopkins Medicine, provides compassionate health care that is focused on the uniqueness and dignity of each person we serve. We offer this care in an environment that promotes, embraces, and honors the diversity of our global community. With a rich and long tradition of medical care, education, and research
, we are dedicated to providing and advancing medicine that is respectful and nurturing of the lives of those we touch.
Values/Behaviors
-Excellence & Delivery
-Diversity & Inclusion
-Leadership & Integrity
-Respect & Collegiality HR’s Importance to the CEO and C-Suite
The relationship between my department (Human Resources) and the C-Suite has gotten better over the past few months. The C-Suite and HR have gotten better at having a relationship strong enough to work together in solving urgent issues within the hospital as well as working together to promote a better working environment. For example, recently we experience a lot of Spanish speaking new hires without properly planning. The department were hiring these employees without the consideration of how they were going to make it through orientation, training, and mandatory e-learning without any translation. Within the past month HR has been able to work with the C-Suite to coordinate free ESL classes to Spanish speaking employees by utilizing a local community college. HR is typically viewed as a service function at the entity that I work for. Even though the C-Suite works with HR on some project we still struggle in this area. A lot of times managers come to HR for help with system questions, employee issues, or to be the “fixer”. When managers do not get the answer, they want or if we try to push the managers to utilize their resources to complete certain actions themselves, they will typically throughout name of the C-Suite or the name of the hospital President to try to get us to do what they are asking for. In my opinion, this is a scare tactic, and this means that managers know there is a disconnect between HR and the c-suite because they believe if they throw a big name in the email, they will be able to control the response
HR Successes and Wins
HR has worked to take the feedback we receive from our Glint Surveys (employee experience survey) and implement new policies and events to improve the experience survey results. For example, one area that we scored low on is engagement. HR took that data and created an Employee Engagement committee filled with all front-line staff. In this committee employees come up with events that will keep all staff engages in connected with the management team. An event was put together for once a quarter, randomly selected staff will have breakfast with the president of the hospital and talk about their employment experience. We also implemented an activity where members of the C-Suite have skip level meeting with the department that they oversee. Even though we (HR) work to make these events happen, I do not believe that we always have the full support of the C-Suite. When we bring ideas or concerns to the roundtable and provide our suggestions a lot of times those suggestions get shut down until someone else at the main campus or another Johns Hopkins entity steps in and express interest. In my opinion, this makes me wonder if our C-Suite trust us as their HR department.
JWMI 522 – Assignment 1 Page 2 of 3
Top Competitors
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University of Maryland Hospital, Anne Arundel Medical Center, Medstar Washington hospitals are all our competitors.
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We know that two of these competitors offer high salary, and one competitor offers better shift differentials and benefits than us
Biggest Threats
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Quality of care due to employee satisfaction, recruitment process, and inability to perform market adjustments. Biggest Opportunities
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Listen to our employees, take action and improve on employee onboarding are all ways that we can win.
How does HR spend its time now?
In my department we currently have eight staff members (VP of HR, (1) Assist. Director of HR (2) HR Specialist, (1) HRBP, (2) SR. HRBPs, and a receptionist. Everyone plays a vital role in the success of the HR department. The HR Specialist is the role that I am currently in. We handle entity onboarding, Tier 1 & 2 employee and manager concerns, benefits, supporting the HRBPs, running reports. The HRBPs handle any issues that escalate past the HR specialist, PIPs, training and development, and grievances. The VP or HR and Assistant Director of HR work together to work with compensation, policy implementation and being the face of HR.
What are the most pressing talent development and staffing needs to help the company win?
We need to focus on the talent that we bring into the hospital, investing in growth, and retaining that talent. When I say this, I mean, during the interview process ensuring that new hires have the talent needed at an exceptional rate. Once employees are hired, we need to invest in their growth. Offer tuition assistance upfront rather than reimbursement, sign our staff up for training that will advance their skills. Next, we need to retain our talent by listening to our employees and having competitive pay.
JWMI 522 – Assignment 1 Page 3 of 3
Talent Masters Scorecard
Principle
Synopsis of Current Situation
Score (1= L0W; 5 = HIGH)
1.
Enlightened Leadership Team
The CEO develops well thought out plans on how to develop the current leadership in a way to where they can properly lead and develop their teams in learning and development as well.
3
2.
Meritocracy Through Differentiation
Employees are supported by leadership to reach their highest talent potential in ways that will develop and support them
2
3.
Working Values
Staff show that they believe in the company’s values through their work, their success in their job duties show that they work by the company’s value. 4
4.
A Culture of Trust and Candor
Supervisors trust their employees and very little micromanagement takes place.
3
5.
Rigorous Talent Assessment
Employee quarterly goals are realistic and achievable. Employees receive compensation and training based on how they meet their quarterly goals.
4
6.
A Business Partnership with Human Resources
Human Resources have the same business goal in mind as the CEO and C-Suite staff. They work together to maintain low turnover rate and employee assistance
3
7.
Continuous Learning and Improvement
Leaders allow room for learning and development for managers as well as employees. All staff could advance their learning
3
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