HR Pulse - Summer 2008 - (Page 24)

>> BUILDING A THRIVING WORKFORCE 4. Collaborate with others—including other hospitals, health care and professional associations, educational institutions, corporations, philanthropic organizations, and governments—to attract new entrants to the health professions. 5. Build societal support for the public policies and resources needed to help hospitals hire and retain a qualiﬁed workforce, including adequate payment rates for hospital care; ﬁnancial support for the introduction of information technology that facilitates improvements in the way hospital work gets done; and regulatory reform that reduces administrative burdens and promotes effective team approaches to providing quality care. In 2007 the ASHHRA Board of Directors convened for a special session to discuss the health care ﬁeld’s progress on this important issue. They agreed that, in general, hospital leaders have responded with commitment to the In Our Hands call to action. In particular, the ASHHRA board pointed to the tremendous work hospitals have done to build health career awareness and interest by both young people and mid-career changers; the growth in the development of productive partnerships between health care providers and the education community (both K-12 and colleges/universities); general increased C-suite attention to human capital issues; and evidence of more ﬂexible scheduling and beneﬁts in hospitals. Indeed, the AHA’s workforce Web site, www. healthcareworkforce.org, contains more than 1,000 case examples from hospitals that have successfully implemented recommendations outlined in the Workforce Strategy Map. However, in its assessment of the status of the In Our Hands recommendations, the ASHHRA Board of Directors also identiﬁed several areas where the health care ﬁeld has made less progress, including the development of new work designs and work models; helping CEOs to understand the broadest implications of human capital metrics; fewer government regulations that would enable more caregiver time at the bedside; the education/faculty capacity problem; and broadening the base of career interest to Hispanic populations. The Commission’s recommendation that hospitals must “give human resources the same governance and senior leadership attention as ﬁnance” also was evaluated. In its report, the 24 HR Pulse Summer 2008 Your team is our team. We recruit for your business like it is our own. Because it is. When we come on board to manage part or all of your internal recruitment process, we really do become part of your team. And with our recent acquisition of TalentTrack — a nationally recognized provider of RPO services — we are better prepared than ever to fulfill your recruitment needs. Contact Adecco RPO today to learn more about how we can help you build a winning team. 419.720.0111 RPO.adeccousa.com ©2008 Adecco 376854_TalentTrack.indd 1 4/2/08 5:07:23 PM http://rpo.adeccousa.com

Table of Contents Feed for the Digital Edition of HR Pulse - Summer 2008

HR Pulse - Summer 2008 Contents Pulse Points Executive Director's Letter President's Message HR Leader Profile: Carol Bank, SPHR Special Report: Building a Thriving Workforce Creating A Best Place to Work Employee Morale Don't Set Up Your Managers to Fail From Tedious Task to Strategic Process Employer-Assisted Housing Changing the Paradigm of Nurse Recruitment Workforce Recognition: Simple Gestures Go a Long way Advertisers' Index

HR Pulse - Summer 2008

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