Unit 4 - Staffing & Controlling

Sole proprietorship

Partnership

Limited liability company

Set up from tax structure to be protected as an individual - the company will be sued but not the individual

This costs more

Corporation

all healthcare is set up this way - this is why we have to pay the organization’s liability insurance and all of the licensing fees for the doctors

this makes them an employee of the org so that if they are sued, it is the corporation that is responsible - not the individual doctor

for ex - CA does not track limes disease, so from a care delivery perspective, they don’t have to track it - however pa does track it

if a patient in pa has limes disease, this gets reported to the dept of health, but not in the state of CA

For-profit orgs

they set themselves up as a “for profit” meaning they have shareholders that all gave money to the org in order to become an entity or business

these shareholders want a return on their investment, for-profit orgs pay their shareholders

they will pay taxes on any revenue generated

after taxes the net amount of money left over gets divided amongst shareholders

Not-for profit orgs

they arguably can make more money than for-profits; they do not have to pay any taxes. however they must put all of their money back into the organization to provide charitable care - paying for people that don’t have insurance

Section 501©(3) - religious, educational, charitable, scientific

Is there a difference in quality between the two?

There is no difference in quality between for-profit and not-for profit orgs despite public perception; everyone is competing for the same people

for-profits may have a better perception of quality of care due to shinier machines and such, but perception is reality for that person

Internal vs external

Ceo - external

C-suite - both

Controller/treasurer - internal

Salary Budget

this is the budget for figuring out how we are going to pay our employees and how much they are getting paid

manager creates an FTE (52 weeks * 40 hours/week = 2080 hours/yr)

29 hours + or anything above 30 is full time which includes benefits - an additional 30% (taxes, healthcare PTO etc)

How is PTO calculated

PTO rates are NOT calculated in the wages, as not all employees receive this. It is calculated in the total position cost.

How to decide how many full time and part time

Go back to what ratios are by law

Shift Differential

an additional amount of money we pay a person to work an undesirable shift, night shifts will be paid more

Benefit Budget

this is how the organization justifies equality - it assures all employees who should receive benefits are receiving them, and are receiving the same percentage based on what the org decides that is

employees can purchase additional benefits at their cost

at the dept level, this is included within the FTE budget

Recruitment Budget

this is needed for finding highly specialized positions

we don’t need a lot of money for food deliverers, however we do need a lot of money if paying for a dietician

this includes the amount of money that will be needed for the position we are hiring and the money we spend on advertising

for ex - we will find a doctor in a trade journal, not on linkedIN

HR department budget

Training Budget

Union Budget

this is particular to the union dues. if there is a conflict to any union workers contract, where is that money going to come from?

this is why there has to be a separate budget for the union

3 Considerations of HR

Strategic, Administrative, Environmental

Strategic component of HR

• Competition for labor

• Strategic assets, employees

• Achieve organizational business strategy

Administrative component of HR

• Ensure qualified and motivated personnel

• Recruiting, retaining, developing staff

  • Non-clinical administrative staff

  • Clinical staff

  • Support staff

Environmental component of HR

• Declining reimbursement

• Declining supply of workers

• Increased need

• Increased competition - we are spending all this time and money on you what can we do to make you stay

• Accountability and performance - holding employees accountable for the job in which we are paying them

HR as Organizational Performance

The org holds HR accountable for making sure our employees are competent and able to perform the job we are asking them to do

Key Functions of HR

• Workforce planning and recruitment (linkedin)

• Retention

• Ration method used to determine staff to patient ratio

  • taking staff from other depts in order to meet ratios (ie there needs to be a certain amount of nurses in a unit, HR is the one making sure ratios are met)

• Employee assistance programs - benefit offered by a third party contracted with healthcare entity

  • Purpose

  • Value

Recruitment

Advertising

Screening

Additional recruitment process

HIPAA

Retention

3 Performance Evaluations

Conflict Resolution

Conflict resolution styles

Avoiding

Competing

Accomodating

Compromising

Collaborating

HR’s role in conflict resolution - Job Design

The systematic and purposeful allocation of tasks to individuals and groupd within an organization

the purpose is to increase both employee motivation and productivity

Job enlargement

can be used to increase motivation by giving employee’s more and varied tasks - keeping them engaged so they want to keep their job

Job rotation

allows an employee to work in different departments or jobs in an org to gain better insight into operations

Job enrichment

allows the employee to take on some responsibilities normally delegated to management

Work simplification

the analysis of a job’s most basic components to restructure or redesign them to make the job more efficient

Job Descriptions

A detailed statement of an employees tasks to be performed

Defines:

• Knowledge required

• skills

• responsibilities

• training

• experience

• certifications/licenses

• line of reporting