HR Pulse - Winter 2008 - (Page 56)

>> HR AND EDUCATION not in silos. Most days, we are supporting very similar strategies and programs around our most precious resource—our human capital. Working together on the front-end can only strengthen the results and move the organization to realize its vision and goals more effectively and efﬁciently.” Pingleton also stresses the importance of developing strategic plans that are ﬁrst and foremost in support of the overall mission, vision, values, and strategies of the organization. The “Hiring for Mercy Fit” program is an example of this philosophy. Human Resources and Mercy Learning Resources have collaboratively developed interview tools that train leaders on effective interviewing skills. The objective is to not only recruit talented people, but ﬁnd those who will ﬁt well in Mercy’s faith-based health care ministry and adhere to the system’s core values of dignity, justice, service, excellence, and stewardship. The guide helps leaders assess a candidate’s interpersonal skills, work ethic, and value set by providing telephone and face-toface interview templates. Mercy’s Job Description/Performance Evaluation system (JDPE Tool) is another collaborative tool. This innovation lets Mercy leaders manage job descriptions and performance evaluations electronically. JDPE Tool’s automatic updates feed from the Lawson HR/Payroll system. Co-workers may log in to do self-evaluations; the manager then receives and performs the review electronically. Mercy Learning Resources developed and provided enriching curriculum to teach and hardwire the use of this tool. The tight partnership also is illustrated through annual Mercy Co-Worker Engagement Survey. HR administers the survey and coordinates reporting while Mercy Learning Resources provides the training courses to support the initiative for new and seasoned leaders. In regard to Mercy’s core values, strategy and altruism often converge. The base objective of these programs is to attract, maintain, and develop an engaged workforce. “Health care in the broadest sense is not just taking care of the physical, it is a holistic ministry,” said Tony Kinslow, vice president of Human Resources for Mercy. “As a Catholic health care organization, Mercy has a mission that goes beyond what takes place at our facilities and embraces the whole person. What we do for our co-workers is…give them hope and the chance to succeed.” ■ Rebecca Sell is the marketing coordinator for Catalyst Learning Company, a company that specializes in the delivery of education via technology to adults in the workplace. She may be contacted at rsell@catalystlearning.com. “Health care in the broadest sense is not just taking care of the physical, it is a holistic ministry.” 56 HR Pulse Winter 2008 “This is a vital program to provide advancement opportunities to Mercy’s entry-level co-workers,” explains Jim Jaacks, Mercy’s senior vice president and CFO. Jim Brookhart, SJHS CHRO, says, “We got involved in piloting SAW at St. John’s Health System in Springﬁeld because not only is it consistent with our values of dignity, justice, and stewardship, but it also makes good business sense to invest in our co-workers in a tight labor market. Positioning SJHS and Mercy as an employer that helps co-workers realize their career goals within the organization is a great recruitment and retention strategy.” “The Mercy spirit displayed by the coaches (individuals selected from Mercy’s hospital facilities to coach and instruct co-workers selected for the SAW program) was phenomenal,” adds Barb Grayson, executive director of compensation, Human Resources. “The coaches were not only excited about the program and their role in training co-workers, but they were honored to fulﬁll that responsibility. In fact, they asked if our Mission Department would create special prayers that they could share in their classrooms!” Mercy maintains 18 acute-care hospitals, a heart hospital, outpatient care facilities, physician practices, skilled nursing and long-term residential care facilities, clinics, a managed care organization and other health-related services. Operations stretch across seven states and provide employment to approximately 28,000 co-workers and 1,000 physicians. This has Mercy, like health systems all across the country, keeping a close eye on the approaching retirement of the baby boomers, shortage of talent, and generational differences. Leaders are reaching across department lines to face these challenges offensively. In the case of supporting the School at Work program, Mercy’s centralized organizational development and learning department, known as Mercy Learning Resources, takes an active role by working collaboratively with local human resources departments to recruit students, facilitate the program, provide advisory assistance after the program’s completion, and collect data regarding program outcomes. Chief Learning Ofﬁcer Kelly Pingleton says that “HR and education goals should be in sync,

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

HR Pulse - Winter 2008 Contents Pulse Points Executive Director’s Letter President’s Message HR Leader Profile: Karmen Reid Advocacy is for Everyone A Case Study in Raising Voices Diversity Management Measuring What Matters Bullying as Gender Harassment Combat Workforce Changes Hardwiring Accountability Immigration Frustration HR and Education Making Exit Interviews Count Management Styles that Enhance Intrinsic Motivation Backup Care Fact or Fiction 10 Ways to Lose Your Best People Advertisers’ Index

HR Pulse - Winter 2008

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