The following articles from the past month pertain to hospital management, especially in regards to leaders' relationships with hospital employees, communication issues and talent recruitment.
1. Healthcare employees indicated they had a confidence level of 57.5 out of 100 in the fourth quarter of 2012, indicating a 4.1 percent increase from last quarter. But more healthcare employees are also mulling a job change: About 31 percent said they will begin looking for a new job in the next 12 months — 8 percent more than last quarter.
2. Marcia Telthorster, vice president of human resources for University Medical Center at Princeton in Plainsboro Township, N.J., discussed Princeton (N.J.) Healthcare System's full partnership recruiting program. The initiative helped fill 347 positions throughout the system within four months and also boosted the system's visibility among individuals searching for healthcare jobs.
3. An expert from Select International, a healthcare employee assessment firm, shared three recommendations for healthcare organizations to ensure job applicants do not "game" or manipulate hiring assessments by providing insincere responses. One of the tips? Use a selection process that involves several steps, which can increase the likelihood of identifying undesirable candidates.
4. Toni Thompson, director of organizational development for SwedishAmerican Health System in Rockford, Ill., explained how an online, centralized compliance training program helped improve efficiency in the system by saving employees' time with patients, preserving their workflow and standardizing training across the board.
5. An employee assessment expert from Select International shared six ways hospital leaders can ensure they have a robust "talent strategy." Traditionally, healthcare has lagged "behind the rest of the world" when it comes to intentional talent recruitment and strategies. These six practices aim to change that.
6. The Advisory Board Company shared five ways hospital executives can improve their relationships and rapport with the frontline staff at their organization. These practices target specific problems, such as nurses remaining silent about poor teamwork or employees not knowing where the hospital's strategy is headed.
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1. Healthcare employees indicated they had a confidence level of 57.5 out of 100 in the fourth quarter of 2012, indicating a 4.1 percent increase from last quarter. But more healthcare employees are also mulling a job change: About 31 percent said they will begin looking for a new job in the next 12 months — 8 percent more than last quarter.
2. Marcia Telthorster, vice president of human resources for University Medical Center at Princeton in Plainsboro Township, N.J., discussed Princeton (N.J.) Healthcare System's full partnership recruiting program. The initiative helped fill 347 positions throughout the system within four months and also boosted the system's visibility among individuals searching for healthcare jobs.
3. An expert from Select International, a healthcare employee assessment firm, shared three recommendations for healthcare organizations to ensure job applicants do not "game" or manipulate hiring assessments by providing insincere responses. One of the tips? Use a selection process that involves several steps, which can increase the likelihood of identifying undesirable candidates.
4. Toni Thompson, director of organizational development for SwedishAmerican Health System in Rockford, Ill., explained how an online, centralized compliance training program helped improve efficiency in the system by saving employees' time with patients, preserving their workflow and standardizing training across the board.
5. An employee assessment expert from Select International shared six ways hospital leaders can ensure they have a robust "talent strategy." Traditionally, healthcare has lagged "behind the rest of the world" when it comes to intentional talent recruitment and strategies. These six practices aim to change that.
6. The Advisory Board Company shared five ways hospital executives can improve their relationships and rapport with the frontline staff at their organization. These practices target specific problems, such as nurses remaining silent about poor teamwork or employees not knowing where the hospital's strategy is headed.
More Articles on Hospital Management:
4 Resolutions for Hospital C-Suiters5 Ways Cleveland Clinic Leads the Way in Transparency
AHA Report Calls on Hospital Boards to Help Transform Healthcare