5. WHY IS SUCCESSION E Case Study Objectives Outline a plan for performing an Identify and create a way to de Evaluate training models appropriate a plan for performing a needs assessment for training and development purposes no create a way to determine the sensory learning styles of employees raining models appropriate for use for department-wide topics valuate continuing education methods appropriate to use for specific HIM positions Instructions w me scenario provided and develop a training and development plan to be submitted to the chine officer (CFO). the chief financial Scenario susan is the newly hired director of HIM at a rural 250-bed hospital. She was hired when the previous HIM retired. During her interview. Susan was identified as being highly qualified and very enthusiastic about the un profession. Susan holds an RHIA credential and is working on her master's degree in organizational leadership revious HIM director 4/16/2000 25 years and her last two annual waluations woted that she was AM department has the following employees Corting A Case Study tor 193 been in place for over 25 industry standards. The HIM onists with no credentials of information (ROI) coordina and interviewing dicators, one Registered Health Information Technician (RHIT) and one seriptions mkeo.in on the job ters, of which two hold RHITS, two with the Certifier ding Associate (CCA) credential on the Certified Coding Specialist (CCS) credential only, and cave dertified Codinwo hold RHIT supervisor who is RHI BHIT-eligible, newly hired, with less than a year of wly hired, with less than a year of management experience w evel. to master-level alytics, information management that rivacy officer, data s such as research 2015b). Users click jobs on the map director or HIM wa full position ata, and required tions advertised so that members need to prepare reer paths, and A dicument ima charf completion imaging specialists with no credentiale pletion clerks with no credential pecialist which is an open position, RHIT en position, RHIT credential required we data quality specialis an directed by her boss. th the hospital needs space to increase cardiac se storstment, she has realized that there are serious knowled services. In the four ment to be converted to Dan dires psons because the the CFO, to plan for specific positions in the department to be converted to to increase cardiac services. In the four months Susan has been that there are serious knowledge gaps for many of the employees and many Auctivity or quality performance standards. Susan knows that there is a real risk home to work because of the identified performance issues. She has decided a I be necessary to prepare the majority of the workforce to work remotely the department not meeting monthly productiu any of these individuals hom and development plan will be y many ya tions mployees are in need of training and development, but there is no departmental d no record of any formal training or development programs offered in the last cation is evident that the HIM employees cation plan in place and no rer mo years ctivity and quality performance standards in place for all of the positions, including There are acceptable productivity and the open position. There are no financial resources indicated that he could ma There is no education department The CFO told Susan thats sources in the current budget to cover training and development activities, but the CEO that he could make resources available on a limited basis ion department but the HR department is able to assist with training needs. told Susan that she has six months to transition the employees to work remotely ity specialist position is a line item on the HIM budget that needs to be filled within the next r the position is in jeopardy of being eliminated in the next fiscal year's budget process. The open data quality specialist position is Selverables inte a training and development plan for the HIM department that includes the following items: cial A method for assessing the needs and knowledge gaps for all HIM employees, including management positions. Design the assessment instrument. Aplan for identifying the sensory learning styles of the HIM department employees. month training and development program for each of the employee categories listed previously The plan should consist of the following: 2. Identify at least two training topics that st two training topics that all emplovees have in common and a different training model to use for each of the two training topics. for each credentialed position: ROI coordinator, coder, HIM supervisor, and data quality dist. Include both on-site and off-site CE opportunities. . Create a CE plan for each creo cs Be mindful of budgetary constraints. 1. A template is provided in figure vided in figure 9.2 for guidance. A different template may be created. 194 chapter 9 Training and Develonment in Health Information Management Figure 9.2. Training and development template Training and Development Plan Template Department: Health Information Management Date: Continuing education needs Position Training needs Method of delivery Budget impact AHIMA Review Questions 5. WHY IS SUCCESSION E Case Study Objectives Outline a plan for performing an Identify and create a way to de Evaluate training models appropriate a plan for performing a needs assessment for training and development purposes no create a way to determine the sensory learning styles of employees raining models appropriate for use for department-wide topics valuate continuing education methods appropriate to use for specific HIM positions Instructions w me scenario provided and develop a training and development plan to be submitted to the chine officer (CFO). the chief financial Scenario susan is the newly hired director of HIM at a rural 250-bed hospital. She was hired when the previous HIM retired. During her interview. Susan was identified as being highly qualified and very enthusiastic about the un profession. Susan holds an RHIA credential and is working on her master's degree in organizational leadership revious HIM director 4/16/2000 25 years and her last two annual waluations woted that she was AM department has the following employees Corting A Case Study tor 193 been in place for over 25 industry standards. The HIM onists with no credentials of information (ROI) coordina and interviewing dicators, one Registered Health Information Technician (RHIT) and one seriptions mkeo.in on the job ters, of which two hold RHITS, two with the Certifier ding Associate (CCA) credential on the Certified Coding Specialist (CCS) credential only, and cave dertified Codinwo hold RHIT supervisor who is RHI BHIT-eligible, newly hired, with less than a year of wly hired, with less than a year of management experience w evel. to master-level alytics, information management that rivacy officer, data s such as research 2015b). Users click jobs on the map director or HIM wa full position ata, and required tions advertised so that members need to prepare reer paths, and A dicument ima charf completion imaging specialists with no credentiale pletion clerks with no credential pecialist which is an open position, RHIT en position, RHIT credential required we data quality specialis an directed by her boss. th the hospital needs space to increase cardiac se storstment, she has realized that there are serious knowled services. In the four ment to be converted to Dan dires psons because the the CFO, to plan for specific positions in the department to be converted to to increase cardiac services. In the four months Susan has been that there are serious knowledge gaps for many of the employees and many Auctivity or quality performance standards. Susan knows that there is a real risk home to work because of the identified performance issues. She has decided a I be necessary to prepare the majority of the workforce to work remotely the department not meeting monthly productiu any of these individuals hom and development plan will be y many ya tions mployees are in need of training and development, but there is no departmental d no record of any formal training or development programs offered in the last cation is evident that the HIM employees cation plan in place and no rer mo years ctivity and quality performance standards in place for all of the positions, including There are acceptable productivity and the open position. There are no financial resources indicated that he could ma There is no education department The CFO told Susan thats sources in the current budget to cover training and development activities, but the CEO that he could make resources available on a limited basis ion department but the HR department is able to assist with training needs. told Susan that she has six months to transition the employees to work remotely ity specialist position is a line item on the HIM budget that needs to be filled within the next r the position is in jeopardy of being eliminated in the next fiscal year's budget process. The open data quality specialist position is Selverables inte a training and development plan for the HIM department that includes the following items: cial A method for assessing the needs and knowledge gaps for all HIM employees, including management positions. Design the assessment instrument. Aplan for identifying the sensory learning styles of the HIM department employees. month training and development program for each of the employee categories listed previously The plan should consist of the following: 2. Identify at least two training topics that st two training topics that all emplovees have in common and a different training model to use for each of the two training topics. for each credentialed position: ROI coordinator, coder, HIM supervisor, and data quality dist. Include both on-site and off-site CE opportunities. . Create a CE plan for each creo cs Be mindful of budgetary constraints. 1. A template is provided in figure vided in figure 9.2 for guidance. A different template may be created. 194 chapter 9 Training and Develonment in Health Information Management Figure 9.2. Training and development template Training and Development Plan Template Department: Health Information Management Date: Continuing education needs Position Training needs Method of delivery Budget impact AHIMA Review Questions