HR Pulse - Fall 2008 - (Page 64)

>> HOW TO BECOME A STRONG HUMAN RESOURCES PARTNER way and come in a variety of formats – newsletters, open meetings, letters to the home, opinion surveys, 360-degree evaluations, management rounding, rumor hotlines, open-door policies, broadcast voicemails, publishing management meeting minutes, committees, and information centers. There is no secret to effective communication; however, it is easier said than done. If a health care organization trusts its employees as stakeholders in the business, this process of communication will come easily. Without trust, it will prove very difﬁcult. It is human resources’ responsibility to develop the goodwill and foundation for effective communication. It is also HR’s responsibility to coordinate the ongoing process of solid two-way communication. Without a good communication program, there is no way an organization can succeed. With one, there is no way it can fail. Recognition The fourth building block for constructing a strong human resources function is an organized and methodical employee recognition program. Many organizations believe they have a recognition program because they have a service awards luncheon once a year and an annual picnic. These activities are good as part of a larger effort but virtually worthless if they stand alone. Today’s recognition programs must be broad-based, long and short term, individual versus event-oriented, and woven into the culture of the organization. A culture of recognition is one in which employees know they are appreciated every day, without corny or awkward gestures from managers and administrators. All managers must practice the mantra, “happy employees result in happy patients” everyday. That’s not to say we turn over control of the ship to employees, but that we only be cognizant of the importance of recognition to employee morale. There are ﬁve objectives for a recognition program: 1. To build a long-term relationship with each employee 2. To promote strong supervisor-employee relationships 3. To involve and encourage employees to contribute to solutions 4. To let employees know they are key to the organization’s success 5. To address issues before they become major problems. Recognition programs sound like a nobrainer. It’s hard to disagree with the concept. Nevertheless, a relatively small number of employers actually have one. A true recognition program must be systematic, methodical, written down, and measurable. It must also allow for spontaneous recognition every minute of every day, and it must allow for employee peer recognition. Organizations without comprehensive recognition programs should remember the following: (1) Praise and recognition are keys to employee satisfaction; (2) Employers receive the lowest ratings from employees in the area of recognition; (3) High employee satisfaction equals low turnover; (4) According to employees, being ignored is worse than negative recognition! Conclusion Despite the over-worked cliché, people really are the heart and soul of every health care organization and its greatest asset. As managers of the people function, human resources must be a business and strategic partner, but must prove its understanding and connection to the business. The building blocks of a human resources function are (1) Aggressive Recruitment; (2) Education; (3) Communication; and (4) Recognition. An HR function strong in these four areas will be successful and meaningfully contribute to the attainment of ﬁnancial and patient care objectives of the organization. Derek Carissimi has worked in health care HR for 27 years. He is currently a consultant, focusing on the following competencies: Back to basics for HR practitioners; How to set up or revamp HR department; Establishing HR positions; Showing value to key decision-makers of HR, such as VPs and CEOs who struggle to understand what HR is all about. 4/18/08 4:19:21 PM 64 HR Pulse Fall 2008 • Advertise your job openings • Batch email UNLIMITED JOB PACKAGES AT UNBELIEVABLE PRICES! AllHealthcareJobs.com encompasses niche sites • Manage candidates that cater to speciﬁc areas of healthcare, such as Nursing, Rehabilitation Therapy, Pharmacy, • Browse resumes Physician Specialties, Radiology/Oncology & Allied Health Professionals. • Receive matching resumes • View ad results A proven Healthcare job bank for over 10 years with RTJobs.com candidates contact us today for creative healthcare advertising: www.AllHealthcareJobs.com | ph: 888.663.5700 379553_AllHealthCare.indd 1 http://www.AllHealthcareJobs.com

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

HR Pulse - Fall 2008 Contents Pulse Points Executive Director’s Letter President’s Message HR Leader Profile: Irma Pye Sammy’s House: Making a Difference in Austin Working Mother Magazine’s 100 Best Companies Increasing CEO Engagement Pastoral Care Retaining Scarce, Critical Talent The Engagement Dilemma Diversity Considerations…More than AAP & EEO Quashing the Workplace Bullying Bug How to Become a Strong Human Resources Partner Citizen Lobbyists Descend Upon Capitol Hill Conference Highlights Schedule at a Glance Sponsors Exhibitors Advertisers’ Index

HR Pulse - Fall 2008

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