HR Pulse - Winter 2008 - (Page 66) >> BACKUP CARE “Health care is a demanding profession, and our employees deserve to be able to come to work without worrying about care for their loved ones while they’re on the job.” among its employees; during the first six months that backup care was offered, 25percent of the care was for adults/elders. Spotlight: Baylor College of Medicine Baylor College of Medicine (BCM) aspires to be one of the top five medical schools in the United States and one of the “100 Best” places to work. The college determined that a worklife focus would support this initiative and help BCM, an affiliate of the Texas Medical Center, attract top talent in Houston’s competitive employment market. Backup care emerged as part of BCM’s new work-life strategy, and the benefit is viewed as a dual-purpose solution; the program helps employees balance work-life concerns, plus it reduces absenteeism and increases productivity. Previously the college offered emergency center-based childcare, but it was limited to healthy children under age 13 and only available during normal business hours. The college continued offering center-based care but also began offering a more robust backup care solution in July 2007. Thus far, the expanded program has helped BCM achieve several key objectives: • Emerge as employer of choice and boost recruitment efforts. “We have already had recruits say they were very interested in Baylor because we are offering backup care and other work-life programs,” said Barbara Naples, senior director of benefits at Baylor College of Medicine. • Reduce absenteeism and boost productivity. Employees used 1,146 hours of backup care during the first six months the program was available. “The backup care program helps employees manage the stresses of having to deal with family emergencies, plus it allows them to stay in the workplace so their productivity stays up and absenteeism stays down,” said Naples. • Address a broad range of caregiving concerns, beyond center-based childcare. Surprisingly, Naples needed to use backup care on the very first day the program was available. “I never thought I would need to take advantage of the new backup care program; my parents have both passed away and my children are in college, but my 18-year-old daughter had an emergency tonsillectomy the day before the program rolled out,” says Naples. “I was nervous about leaving her alone, so I arranged to have care provided in my home during her recovery, and I was able to give six presentations at work that day to announce the new backup care benefit. It relieved my stress level. I could go to work with peace of mind, and that was priceless.” has received great feedback from candidates during recruitment, from new hires during orientation and from existing employees. Backup Care at Other Health Systems More than a dozen other hospitals and health systems offer a similar backup care program, including Banner Health, Baylor College of Medicine, Beaumont Hospitals, Baptist Health South Florida, Children’s Healthcare of Atlanta, Children’s National Medical Center, Dreyer Medical Clinic, Mayo Clinic and Methodist Healthcare System of San Antonio. Spotlight: Baptist Health South Florida Baptist Health South Florida, the area’s largest private employer, has been nationally recognized for years as a best employer by Working Mother and Fortune magazines. To maintain “employer of choice” status and avoid being negatively impacted by impending nursing shortage, Baptist offers company-wide benefits and programs that lead to the recruitment, retention and advancement of its staff, 75 percent of which are female. A Baptist task force determined that employees relied heavily on the hospital’s four onsite childcare centers for ongoing care; however employees with short-term care needs for children and other loved ones didn’t have solutions to address their needs and help them get to work. Baptist began offering backup care in July 2007, and the program has helped the hospital achieve the following key objectives. • Enhance recruitment and retention. Baptist was listed among the Top 10 companies on the Working Mother 100 Best list for 2007 and cited for its family-friendly programs such as backup care. • Reduce absenteeism. The backup care benefit has already saved Baptist substantial cost associated with unscheduled absenteeism. Employees used 1,285 hours of backup care during the first six months the program was offered and nearly half of those using backup care services were direct patient-care providers. • Address eldercare concerns. By offering a solution for the full age spectrum, the hospital is addressing an emerging eldercare need 66 HR Pulse Winter 2008
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 HR Pulse - Winter 2008 - HR Pulse - Winter 2008 (Page Cover1) HR Pulse - Winter 2008 - HR Pulse - Winter 2008 (Page Cover2) HR Pulse - Winter 2008 - HR Pulse - Winter 2008 (Page 3) HR Pulse - Winter 2008 - HR Pulse - Winter 2008 (Page 4) HR Pulse - Winter 2008 - Contents (Page 5) HR Pulse - Winter 2008 - Contents (Page 6) HR Pulse - Winter 2008 - Contents (Page 7) HR Pulse - Winter 2008 - Contents (Page 8) HR Pulse - Winter 2008 - Pulse Points (Page 9) HR Pulse - Winter 2008 - Pulse Points (Page 10) HR Pulse - Winter 2008 - Executive Director’s Letter (Page 11) HR Pulse - Winter 2008 - Executive Director’s Letter (Page 12) HR Pulse - Winter 2008 - President’s Message (Page 13) HR Pulse - Winter 2008 - President’s Message (Page 14) HR Pulse - Winter 2008 - HR Leader Profile: Karmen Reid (Page 15) HR Pulse - Winter 2008 - HR Leader Profile: Karmen Reid (Page 16) HR Pulse - Winter 2008 - HR Leader Profile: Karmen Reid (Page 17) HR Pulse - Winter 2008 - Advocacy is for Everyone (Page 18) HR Pulse - Winter 2008 - Advocacy is for Everyone (Page 19) HR Pulse - Winter 2008 - Advocacy is for Everyone (Page 20) HR Pulse - Winter 2008 - Advocacy is for Everyone (Page 21) HR Pulse - Winter 2008 - A Case Study in Raising Voices (Page 22) HR Pulse - Winter 2008 - A Case Study in Raising Voices (Page 23) HR Pulse - Winter 2008 - A Case Study in Raising Voices (Page 24) HR Pulse - Winter 2008 - A Case Study in Raising Voices (Page 25) HR Pulse - Winter 2008 - Diversity Management (Page 26) HR Pulse - Winter 2008 - Diversity Management (Page 27) HR Pulse - Winter 2008 - Measuring What Matters (Page 28) HR Pulse - Winter 2008 - Measuring What Matters (Page 29) HR Pulse - Winter 2008 - Measuring What Matters (Page 30) HR Pulse - Winter 2008 - Measuring What Matters (Page 31) HR Pulse - Winter 2008 - Bullying as Gender Harassment (Page 32) HR Pulse - Winter 2008 - Bullying as Gender Harassment (Page 33) HR Pulse - Winter 2008 - Bullying as Gender Harassment (Page 34) HR Pulse - Winter 2008 - Bullying as Gender Harassment (Page 35) HR Pulse - Winter 2008 - Bullying as Gender Harassment (Page 36) HR Pulse - Winter 2008 - Bullying as Gender Harassment (Page 37) HR Pulse - Winter 2008 - Bullying as Gender Harassment (Page 38) HR Pulse - Winter 2008 - Bullying as Gender Harassment (Page 39) HR Pulse - Winter 2008 - Combat Workforce Changes (Page 40) HR Pulse - Winter 2008 - Combat Workforce Changes (Page 41) HR Pulse - Winter 2008 - Combat Workforce Changes (Page 42) HR Pulse - Winter 2008 - Combat Workforce Changes (Page 43) HR Pulse - Winter 2008 - Combat Workforce Changes (Page 44) HR Pulse - Winter 2008 - Combat Workforce Changes (Page 45) HR Pulse - Winter 2008 - Hardwiring Accountability (Page 46) HR Pulse - Winter 2008 - Hardwiring Accountability (Page 47) HR Pulse - Winter 2008 - Hardwiring Accountability (Page 48) HR Pulse - Winter 2008 - Hardwiring Accountability (Page 49) HR Pulse - Winter 2008 - Immigration Frustration (Page 50) HR Pulse - Winter 2008 - Immigration Frustration (Page 51) HR Pulse - Winter 2008 - Immigration Frustration (Page 52) HR Pulse - Winter 2008 - Immigration Frustration (Page 53) HR Pulse - Winter 2008 - HR and Education (Page 54) HR Pulse - Winter 2008 - HR and Education (Page 55) HR Pulse - Winter 2008 - HR and Education (Page 56) HR Pulse - Winter 2008 - HR and Education (Page 57) HR Pulse - Winter 2008 - Making Exit Interviews Count (Page 58) HR Pulse - Winter 2008 - Making Exit Interviews Count (Page 59) HR Pulse - Winter 2008 - Management Styles that Enhance Intrinsic Motivation (Page 60) HR Pulse - Winter 2008 - Management Styles that Enhance Intrinsic Motivation (Page 61) HR Pulse - Winter 2008 - Management Styles that Enhance Intrinsic Motivation (Page 62) HR Pulse - Winter 2008 - Management Styles that Enhance Intrinsic Motivation (Page 63) HR Pulse - Winter 2008 - Backup Care (Page 64) HR Pulse - Winter 2008 - Backup Care (Page 65) HR Pulse - Winter 2008 - Backup Care (Page 66) HR Pulse - Winter 2008 - Backup Care (Page 67) HR Pulse - Winter 2008 - Backup Care (Page 68) HR Pulse - Winter 2008 - Backup Care (Page 69) HR Pulse - Winter 2008 - Fact or Fiction (Page 70) HR Pulse - Winter 2008 - Fact or Fiction (Page 71) HR Pulse - Winter 2008 - 10 Ways to Lose Your Best People (Page 72) HR Pulse - Winter 2008 - 10 Ways to Lose Your Best People (Page 73) HR Pulse - Winter 2008 - 10 Ways to Lose Your Best People (Page 74) HR Pulse - Winter 2008 - 10 Ways to Lose Your Best People (Page 75) HR Pulse - Winter 2008 - Advertisers’ Index (Page 76) HR Pulse - Winter 2008 - Advertisers’ Index (Page 77) HR Pulse - Winter 2008 - Advertisers’ Index (Page 78) HR Pulse - Winter 2008 - Advertisers’ Index (Page Cover3) HR Pulse - Winter 2008 - Advertisers’ Index (Page Cover4)
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