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What A Difference Management Makes! Operationalizing High-Performance Human Resource Management Practices

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Operationalizing High-Performance Human Resource Management Practices ... high commitment HR policies Work systems aligned with and serving organizational goals ... – PowerPoint PPT presentation

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Title: What A Difference Management Makes! Operationalizing High-Performance Human Resource Management Practices


1
What A Difference Management Makes!Operationaliz
ing High-Performance Human Resource Management
Practices
This material was designed by Quality Partners,
the Medicare Quality Improvement Organization for
Rhode Island, under contract with the Centers for
Medicare Medicaid Services (CMS), an agency of
the US Department of Health and Human Services.
Contents do not necessarily represent CMS policy.
8SOW-RI-NHQIOSC-082006-2
2
This Work
  • Integrates the research and teaching of Susan C.
    Eaton with the quality improvement work of
    Quality Partners of Rhode Island and field work
    and teaching of BF Consulting

3
Susan C. Eaton
4
About Susan Eaton
  • PhD from MITs Sloan School
  • Taught graduate courses in human resource
    management
  • Researched impact of high performance human
    resource management practices in nursing homes

5
Susans Research from 1997 2003
  • Pennsylvania's Nursing Homes Promoting Quality
    Care and Quality Jobs, Keystone Research Center
    1997
  • Beyond Unloving Care Linking Human Resource
    Management and Patient Care Quality in Nursing
    Homes June 2000
  • Extended Care Career Ladder Initiative (ECCLI),
    Massachusetts, 2001
  • What a difference management makes!, CMS 2002
  • Improving Institutional Long-Term Care for
    Residents and Workers The Effect of Leadership,
    Relationships and Work Design, for Better Jobs,
    Better Care, 2003

6
Susans research applied High Performance Human
Resource Management Practices to Long-Term Care
1997
7
Sphere of Influence
  • ECCLI
  • DCWI
  • Pioneer Network
  • Direct Care Workers Alliance
  • Better Jobs, Better Care

8
The Science Psychology of Change
  • Science of Change
  • Quality Improvement Practices
  • Root-cause analysis
  • Small pilot-tests
  • Evaluation and Re-evaluation
  • Mid-course adjustments
  • Evidence-based solutions
  • Collaborative Learning, Spread

9
The Science Psychology of Change
  • Psychology of Change
  • Relationship-Based Practices
  • Build on Intrinsic Motivation
  • Holistic Approach - Personalize
  • Start where people are
  • Build capacity for change
  • Experiential learning
  • Climate Where Truth is Heard

10
168 NH Participants
86 NH Participants
11
(No Transcript)
12
Five Management Practices Associated with High
Retention, Attendance and Performance
High quality leadership at all levels of the
organization
Valuing staff day-to-day in policy and practice,
word and deed
High performance, high commitment HR policies
Work systems aligned with and serving
organizational goals
Sufficiency of staff and resources to care
humanely
Concepts Experiential Exercises Practical
Examples Homework Drill downs Change Ideas
Eaton, 2002
13
(No Transcript)
14
Outcomes of INHC WFR
  • Results in 9 months from 4 MPQs with a total of
    55 SNFs
  • Nursing Department (RN, LPN, CNA) turnover rates
  • Relative change -10
  • Annualized 196 fewer terminations
  • Annualized direct-cost savings 490,000

15
INHC - WFR Collaborative
  • Results from 95 SNFs
  • Impact on Quality Measures
  • Comparing Quarter 1 2004 to Quarter 1 2005
  • Pain chronic care population
  • Dropped from 6.32 to 5.44
  • Greatest impact Physical Restraints
  • Dropped from 6.51 to 5.94
  • 66 of all SNFs had a decline
  • 4 dropped to 0

16
Adult Learning Methods
  • Experiential Learning
  • Reflection on experiences you bring and on
    experiences created in the room
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