At a budget planning meeting, a senior leader from finance says, “We spend a ton on training. Do we have any concrete id
Posted: Mon Apr 04, 2022 6:39 am
At a budget planning meeting, a senior leader from finance says,
“We spend a ton on training. Do we have any concrete idea of what
we get for the money?” “Interesting question,” you respond...
“We get high scores on our measures of associates’ satisfaction
and engagement. Our units routinely make their improvement
goals.”
“All the leading HCOs emphasize training. We’d be out of step if
we didn’t.”
“We can prove that training pays off. We get high scores on our
measures of associates’ satisfaction and mastery of content, and
our units show improved scorecards.”
“It’s hard to prove cause and effect. Most of our managers
believe the investment is wise, and the trustees have voted to
include the costs.”
2.
At an associate forum, one associate asks if the HCO can add
free parking as an employment benefit. You reply:
“We try to keep the package competitive with other employment
opportunities available to our employees. No other local HCOs
provide free parking.”
“Parking costs money. We have to charge employees to cover our
costs.”
“We try to add benefits that are useful to a large number of
employees and don’t give an advantage to some employees. Many
employees car-pool or use public transportation.”
“As part of our energy conservation commitment, we want to
encourage car-pooling and public transportation, so we don’t want
to lower parking fees.”
3.
You meet a colleague at a bar after an ACHE meeting. The
colleague says, “I’m scared of this incentive pay that all the
Baldrige winners are using. Incentive pay has a long history, a lot
of it bad. We might be walking into real trouble.” You don’t have
to reply, but you think about it. He’s right about the history. Yet
the approach seems to be working at your HCO and many others. What
are the factors that have made it a success?
It is outcomes driven, with negotiated goals supported by tested
process changes, training, and 90-day plans for recovery.
It is outcomes driven, with negotiated goals supported by
training and 90-day plans for recovery.
It is outcomes driven, with negotiated goals supported by tested
process changes and training.
It is outcomes driven, with negotiated goals supported by tested
process changes, training, and 90-day plans for recovery, and
supported by unions.
1 points
QUESTION 4
The SEIU has filed paperwork for an organizing drive at your
HCO. It will focus on your clinical technician associates. Counsel
suggests that management’s response emphasize positives, avoiding
threats. “You can probably convince most workers that union dues
are not worth the money.” You’ll want counsel to review any
statement, but what are the basic points against unionization?
Competitive pay, empowerment, training and promotion
opportunities, high retention and worker satisfaction
Competitive pay, empowerment, high retention and worker
satisfaction
Competitive pay, training and promotion opportunities, high
retention and worker satisfaction
Competitive pay, empowerment, training and promotion
opportunities
1 points
QUESTION 5
The local chapter of the Human Rights Campaign has asked for a
speaker to describe how the HCO meets the association’s members’
needs. The HRC website rates HCOs according to its “Core Four”
criteria: Patient Non-Discrimination, Equal Visitation, Employment
Non-Discrimination, and Training in LGBT Patient-Centered Care.
Your HCO, like many, is not rated, but the description says, “We
did not find an LGBTQ-inclusive patient nondiscrimination policy.”
The cause seems to be that your patient information addresses only
“sexual orientation,” without adding “gender identity.” You start
an amendment process, but it will require committee reviews lasting
at least six months. What else do you do to prepare?
Check your clinical staff for clinicians who explicitly
encourage LGBT patients in their practice and nondiscrimination in
their policies and on their website. Ask them for advice on
possible issues, and strong points in the HCO’s services.
Be prepared to state that the HCO agrees with the “Core Four”
standards and will monitor progress toward these goals.
Consider how you will respond to specific complaints from the
floor on discriminatory practices, end-of-life problems, parents’
rights, employment discrimination, and unjustifiable remarks.
All of the above
1 points
QUESTION 6
You’re staffing the quality committee for the pediatrics service
line. The committee concludes that rapid and complete team
communication is essential for many inpatients. Changes in
condition, parents’ responses, and difficulties with treatments can
be identified by any member of the care team. They need to be
communicated quickly across large teams. Discussing the committee’s
concern with the pediatric leaders, you suggest:
“We could add teamwork or collaboration to our values.”
“We could emphasize the need for speed in protocol training. We
could point out that delays in resolving issues or moving to the
next step increase patient stay and can affect outcomes.”
“We could increase emphasis on teamwork in our training. It can
be stressed for new hires, and first-line supervisors can be taught
to encourage teamwork.”
“We could make ‘Keep everybody posted!’ a theme or slogan. Post
signs, ask team leaders to mention it at the close of each huddle,
maybe present an award each month for the most important ‘posting,’
where it changed a child’s care for the better.”
1 points
QUESTION 7
A religious leader on your governing board suggests that low
income is an important cause of disease and preventable use of HCO
services. She proposes that the HCO lead the community by raising
pay levels for its lowest earners by about 50 percent, and require
its contractors to do the same. “Getting everybody in our community
a living wage is a first step to health,” she says. Senior
leadership is asked to report on the proposal.
“Slow walk” the response. Many businesses in town will resent
the action, and there’s a lot to do implementing the population
health mission.
Prepare a report documenting the impact on the HCO. The COO’s
initial estimate is that, if revenue remains constant, the proposal
would seriously erode funds for new and replacement capital.
Present the findings without recommendation.
Prepare a report documenting the impact on the HCO. Note that,
if implemented community-wide, increased labor costs would generate
higher insurance premiums and lower total employment.
Prepare a report documenting the impact on the HCO. Recommend
that the HCO promote a community-wide program to increase income of
low-wage workers, noting that the concept has promise, but also
complexity and risk.
1 points
QUESTION 8
At a training session for new nurse managers, one says, “I
understand about our open communication and the blame-free
approach. I’m ready to hear any of my staff’s issues. But there are
some limits. What about telling tales, criticizing coworkers,
making fun of the values, saying we don’t believe in the
mission—that kind of thing? How do I handle that?” You reply,
“Great question. That’s a real test of your skill.” You add:
“Interrupt the speaker, and say that kind of talk is
unacceptable.”
“If it’s questionable, ask for clarification. Your question is a
message in itself. For a clear violation of values or mission, take
the individual aside, explain, and warn. Repeated violation calls
for stronger action. Get a consult from HR.”
“Call HR and arrange for them to counsel the associate.”
“Let it go unless it’s repeated. If it’s questionable, ask for
clarification. Your question is a message in itself. For a clear
violation of values or mission, take the individual aside, explain,
and warn. Repeated violation calls for stronger action. Get a
consult from HR.”
1 points
QUESTION 9
At your fellowship interview at Memorial Hermann, your
interviewer says, “With 26,000 employees and 5,500 physicians,
Memorial Hermann has a big recruitment problem. What are the
fundamentals to handle it?” You think for a moment, and then list
the fundamental strategies:
“Retention comes first. Keep pay competitive. You need formal
promotion; even with good retention, Hermann will need 3,000 new
hires a year. Use satisfied colleagues; let them tell the story for
you.”
“Retention comes first. It should be over 90 percent in every
job category. Keep pay competitive. You need formal promotion. Use
satisfied colleagues; let them tell the story for you.”
“Retention comes first. It should be over 90 percent in every
job category. Keep pay competitive. You need formal promotion; even
with good retention, Hermann will need 3,000 new hires a year. Use
satisfied colleagues; let them tell the story for you.”
“Keep pay competitive. You need formal promotion; Hermann will
need 3,000 new hires a year. Use satisfied colleagues; let them
tell the story for you. Of course, that’s based on high retention.
I know Hermann does that already.
1 points
QUESTION 10
Your interview at Memorial Hermann has gone well. As the day
draws to a close, a member of the search committee asks, “What are
you looking for from us? What do you think Hermann can offer you?”
You respond:
“I’m really impressed. Everything I’ve seen looks great.”
“I’d like a chance to learn by doing, with guidance from people
who know best practice. I hope I can win promotion. I’d like a plan
for my personal development. Hermann is my first choice.”
“I’d like a chance to learn by doing, with guidance from people
who know best practice. I hope I can win promotion. I’d like a plan
for my personal development. Honestly, I have a big debt. I need a
fair salary, but Hermann is my first choice.”
“I’d like a chance to learn by doing, with guidance from people
who know best practice. I hope I can win promotion. I’d like a plan
for my personal development. If my partner can get a position where
we live, Hermann is my first choice.”
“We spend a ton on training. Do we have any concrete idea of what
we get for the money?” “Interesting question,” you respond...
“We get high scores on our measures of associates’ satisfaction
and engagement. Our units routinely make their improvement
goals.”
“All the leading HCOs emphasize training. We’d be out of step if
we didn’t.”
“We can prove that training pays off. We get high scores on our
measures of associates’ satisfaction and mastery of content, and
our units show improved scorecards.”
“It’s hard to prove cause and effect. Most of our managers
believe the investment is wise, and the trustees have voted to
include the costs.”
2.
At an associate forum, one associate asks if the HCO can add
free parking as an employment benefit. You reply:
“We try to keep the package competitive with other employment
opportunities available to our employees. No other local HCOs
provide free parking.”
“Parking costs money. We have to charge employees to cover our
costs.”
“We try to add benefits that are useful to a large number of
employees and don’t give an advantage to some employees. Many
employees car-pool or use public transportation.”
“As part of our energy conservation commitment, we want to
encourage car-pooling and public transportation, so we don’t want
to lower parking fees.”
3.
You meet a colleague at a bar after an ACHE meeting. The
colleague says, “I’m scared of this incentive pay that all the
Baldrige winners are using. Incentive pay has a long history, a lot
of it bad. We might be walking into real trouble.” You don’t have
to reply, but you think about it. He’s right about the history. Yet
the approach seems to be working at your HCO and many others. What
are the factors that have made it a success?
It is outcomes driven, with negotiated goals supported by tested
process changes, training, and 90-day plans for recovery.
It is outcomes driven, with negotiated goals supported by
training and 90-day plans for recovery.
It is outcomes driven, with negotiated goals supported by tested
process changes and training.
It is outcomes driven, with negotiated goals supported by tested
process changes, training, and 90-day plans for recovery, and
supported by unions.
1 points
QUESTION 4
The SEIU has filed paperwork for an organizing drive at your
HCO. It will focus on your clinical technician associates. Counsel
suggests that management’s response emphasize positives, avoiding
threats. “You can probably convince most workers that union dues
are not worth the money.” You’ll want counsel to review any
statement, but what are the basic points against unionization?
Competitive pay, empowerment, training and promotion
opportunities, high retention and worker satisfaction
Competitive pay, empowerment, high retention and worker
satisfaction
Competitive pay, training and promotion opportunities, high
retention and worker satisfaction
Competitive pay, empowerment, training and promotion
opportunities
1 points
QUESTION 5
The local chapter of the Human Rights Campaign has asked for a
speaker to describe how the HCO meets the association’s members’
needs. The HRC website rates HCOs according to its “Core Four”
criteria: Patient Non-Discrimination, Equal Visitation, Employment
Non-Discrimination, and Training in LGBT Patient-Centered Care.
Your HCO, like many, is not rated, but the description says, “We
did not find an LGBTQ-inclusive patient nondiscrimination policy.”
The cause seems to be that your patient information addresses only
“sexual orientation,” without adding “gender identity.” You start
an amendment process, but it will require committee reviews lasting
at least six months. What else do you do to prepare?
Check your clinical staff for clinicians who explicitly
encourage LGBT patients in their practice and nondiscrimination in
their policies and on their website. Ask them for advice on
possible issues, and strong points in the HCO’s services.
Be prepared to state that the HCO agrees with the “Core Four”
standards and will monitor progress toward these goals.
Consider how you will respond to specific complaints from the
floor on discriminatory practices, end-of-life problems, parents’
rights, employment discrimination, and unjustifiable remarks.
All of the above
1 points
QUESTION 6
You’re staffing the quality committee for the pediatrics service
line. The committee concludes that rapid and complete team
communication is essential for many inpatients. Changes in
condition, parents’ responses, and difficulties with treatments can
be identified by any member of the care team. They need to be
communicated quickly across large teams. Discussing the committee’s
concern with the pediatric leaders, you suggest:
“We could add teamwork or collaboration to our values.”
“We could emphasize the need for speed in protocol training. We
could point out that delays in resolving issues or moving to the
next step increase patient stay and can affect outcomes.”
“We could increase emphasis on teamwork in our training. It can
be stressed for new hires, and first-line supervisors can be taught
to encourage teamwork.”
“We could make ‘Keep everybody posted!’ a theme or slogan. Post
signs, ask team leaders to mention it at the close of each huddle,
maybe present an award each month for the most important ‘posting,’
where it changed a child’s care for the better.”
1 points
QUESTION 7
A religious leader on your governing board suggests that low
income is an important cause of disease and preventable use of HCO
services. She proposes that the HCO lead the community by raising
pay levels for its lowest earners by about 50 percent, and require
its contractors to do the same. “Getting everybody in our community
a living wage is a first step to health,” she says. Senior
leadership is asked to report on the proposal.
“Slow walk” the response. Many businesses in town will resent
the action, and there’s a lot to do implementing the population
health mission.
Prepare a report documenting the impact on the HCO. The COO’s
initial estimate is that, if revenue remains constant, the proposal
would seriously erode funds for new and replacement capital.
Present the findings without recommendation.
Prepare a report documenting the impact on the HCO. Note that,
if implemented community-wide, increased labor costs would generate
higher insurance premiums and lower total employment.
Prepare a report documenting the impact on the HCO. Recommend
that the HCO promote a community-wide program to increase income of
low-wage workers, noting that the concept has promise, but also
complexity and risk.
1 points
QUESTION 8
At a training session for new nurse managers, one says, “I
understand about our open communication and the blame-free
approach. I’m ready to hear any of my staff’s issues. But there are
some limits. What about telling tales, criticizing coworkers,
making fun of the values, saying we don’t believe in the
mission—that kind of thing? How do I handle that?” You reply,
“Great question. That’s a real test of your skill.” You add:
“Interrupt the speaker, and say that kind of talk is
unacceptable.”
“If it’s questionable, ask for clarification. Your question is a
message in itself. For a clear violation of values or mission, take
the individual aside, explain, and warn. Repeated violation calls
for stronger action. Get a consult from HR.”
“Call HR and arrange for them to counsel the associate.”
“Let it go unless it’s repeated. If it’s questionable, ask for
clarification. Your question is a message in itself. For a clear
violation of values or mission, take the individual aside, explain,
and warn. Repeated violation calls for stronger action. Get a
consult from HR.”
1 points
QUESTION 9
At your fellowship interview at Memorial Hermann, your
interviewer says, “With 26,000 employees and 5,500 physicians,
Memorial Hermann has a big recruitment problem. What are the
fundamentals to handle it?” You think for a moment, and then list
the fundamental strategies:
“Retention comes first. Keep pay competitive. You need formal
promotion; even with good retention, Hermann will need 3,000 new
hires a year. Use satisfied colleagues; let them tell the story for
you.”
“Retention comes first. It should be over 90 percent in every
job category. Keep pay competitive. You need formal promotion. Use
satisfied colleagues; let them tell the story for you.”
“Retention comes first. It should be over 90 percent in every
job category. Keep pay competitive. You need formal promotion; even
with good retention, Hermann will need 3,000 new hires a year. Use
satisfied colleagues; let them tell the story for you.”
“Keep pay competitive. You need formal promotion; Hermann will
need 3,000 new hires a year. Use satisfied colleagues; let them
tell the story for you. Of course, that’s based on high retention.
I know Hermann does that already.
1 points
QUESTION 10
Your interview at Memorial Hermann has gone well. As the day
draws to a close, a member of the search committee asks, “What are
you looking for from us? What do you think Hermann can offer you?”
You respond:
“I’m really impressed. Everything I’ve seen looks great.”
“I’d like a chance to learn by doing, with guidance from people
who know best practice. I hope I can win promotion. I’d like a plan
for my personal development. Hermann is my first choice.”
“I’d like a chance to learn by doing, with guidance from people
who know best practice. I hope I can win promotion. I’d like a plan
for my personal development. Honestly, I have a big debt. I need a
fair salary, but Hermann is my first choice.”
“I’d like a chance to learn by doing, with guidance from people
who know best practice. I hope I can win promotion. I’d like a plan
for my personal development. If my partner can get a position where
we live, Hermann is my first choice.”