Training & Development at FAMC

1. Training & Development at FAMC

3. Components of Performance Management HR can assist you with each of these topics Job Description Job Requirements Performance Appraisal Orientation & Core Skills Validation Annual Skills Validation of Critical Competencies

4. Focus: Based on actual job expectations and follows established criteria Pathway To Insure Competency Focus: Verification that employee maintains all such requirements as delineated in job description Job Description Focus: Based on competencies and accountabilities identified in job description Licensure, credentialing, and certification Focus: Core skills required by employee to perform job responsibilities to FAMC standards Performance Appraisal Focus: High risk, problem-prone skills required of employee to successfully perform job responsibilities Core Competency Assessment Focus: Is based on needs identified through performance assessment, trending data, & mandatory requirements Annual Skills Validation Training

5. Criteria for Job Descriptions/Performance Appraisals 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 brief position summary Knowledge, skills, & abilities necessary to meet performance expectations which are based on identified customer populations Required working conditions identified to address ADA issues Key components to include in Job Descriptions/ Performance Appraisals Competencies required to successfully perform the responsibilities of the job Accountabilities and behaviors that reflect FAMC mission and values and which are expected of all employees

6. 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!

7. Hierarchy Tool to Measure CompetencyTraining Needs Critical Processes (fall in all 4 categories) Lifting & Moving Extremely Important Processes (fall in 3 of 4 categories) Very Important Processes (fall in 2 of 4 categories) • Categories • High volume • High risk • Problem prone • High cost Important Processes (fall in 1 of categories) (Katz,Green, 1992)

8. Criteria To Identify Critical Competencies 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 has been identified as problem- prone through incidents, errors, complaints, etc? High Risk Low Volume If yes, validate at Annual Skills Training High Risk Problem Prone Is it a high risk skill that staff have indicated a level of discomfort in performing? High Risk Staff Uncomfortable

9. Job Application & References Signed, current Job Description/ Performance Appraisals Hospital-WideOrientation Checklist Salary Information Copy of current License Disciplinary Actions Documentation Human Resources Where should documentation be maintained? Blitz Compliance Records Continuing Education Rosters Training Files on all Training that is not department-specific Moving to Swank BLS/CPR Certification Records Copy 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) Training & Development Department

10. Identify & measure key competencies or responsibilities from job description Identify & rate behaviors that demonstrate FAMC values Performance Appraisal Help employee identify & build on strengths Develop an action plan together to improve performance Measuring Job 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! • Service • Compassion • Integrity • Communication • Leadership • Flexibility • Teamwork • Commitment • Efficiency • Creativity & Innovation

11. Top Ten Keys to Building a Productive Workforce Have Fun in the Workplace PromoteAccountability through the Use of Tools Staffing Effectiveness Ensure Quality Live Your Core Values PEOPLE PROCESS Promote Efficiency Establish FairPolicies Support Workforce Flexibility Communicate LEADERSHIP Build Relationships Select the Right People

12. Support Workforce Flexibility People • 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

13. Have Fun in the Workplace People • 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

14. Live Your Core Values People • Do you remember what our values are? • Service • Compassion • Integrity • Communication • Leadership • Flexibility • Teamwork • Commitment • Efficiency • Creativity & Innovation

15. Promote Efficiency Process • Streamline • Redesign/innovative adaptation • “If it’s not invented here, it can’t be any good” syndrome • Review processes • CROP Program

16. Promote Efficiency (cont.) 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

17. Establish Fair Policies Process • 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

18. Promote Accountability through the Use of Tools Process • 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

19. Select the Right People Leadership • 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

20. Positive Leadership Lessons Leadership • 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

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

22. Attributes of Successful Change Processes Leadership • Comprehensive and orchestrated • Inclusive • Delegation and accountability • Open, honest and documented • Communicate, communicate, communicate! • Brevity and urgency • Momentum

23. HomeworkIdentify 3 Training NeedsThese can be Individual NeedsDepartmental NeedsOrganizational NeedsList how you identified them from the grids and hierarchy provided