1. Identify and describe some environmental forces that affect human resources functions in health service organizations.

"PERSONNEL" = PEOPLE (Human Resources) - PERSONNEL - a less personalized term - HUMAN RESOURCES - the preferred term; emphasis on people - Ensures that qualified and motivated personnel are available to staff the business units operated by the health service organization A VITAL STAFF FUNCTION - offers a variety of support services - examples: - the personnel policy manual - one-on-one guidance - engages in acquiring, maintaining, and retaining employees so that the objectives of the organization may be fulfilled. PRIMARY FUNCTIONS OF HUMAN RESOURCE DEPARTMENT - Employment: Recruitment (Advertising) - Compensation (Wage and Salary Administration) - Benefits Administration - Employee Relations / Retention - Interviewing, Selection, Negotiation, Hiring ADDITIONAL FUNCTIONS - Labor Relations - Employee Health - Orientation and Training - Job Pricing \& Payroll - Security and parking - Safety - Prepares Job Descriptions - Checks applicant references MAJOR TYPES OF BENEFITS - Sick leave - Vacation - Holidays - Health Insurance - Life Insurance - Retirement plan - Flexible spending accounts ROUNDING OUT YOUR KNOWLEDGE AS MANAGER - Know the functions of the human resources department. - Attach a person's name to each function. - Make a working list of management activities that lead you to interact with HR e.g. search for qualified employees; benefits questions; job descriptions; policy interpretations; disciplinary actions WORK WITH / NOT AGAINST - make certain the function is part of HR - refine your question or need to obtain a specific response - if answer not readily available, ask when one will be supplied - negotiate agreeable deadlines - follow-up politely if deadline passes SPECIFIC ACTIONS BETWEEN HR \& MANAGER - find new employee sources - bring job descriptions up to date - review disciplinary processes before implementation - provide performance appraisal processes - assist in developing training programs FURTHER USES OF HR AS A RESOURCE - examining staff turnover patterns - planning for future potential staffing needs - examining staff pay rates compared to community, region, and occupations - providing a sounding board, a "safe harbor" - providing confidential guidance in difficult situations - celebrating and recognizing individual employees, and groups of employees WELL-CONSIDERED FEEDBACK - Managers assist HR managers by giving wellconsidered feedback: - Reactions and comments on personnel policies - Employee perceptions of pay and benefits - Comments on services, positive as well as negative - Employee feedback on benefits - Suggested changes in recruiting or retention practices. AS WHAT The HR manager: - protective of employee - concern for the rights of employee (micro considerations - equally concerned for the organization as a whole (macro considerations) - aware of the necessity for proper documentation of procedural steps - protective of the organization against legal risks. Environmental Forces Affecting HR - Declining reimbursement - Low supply of primary, dental, and mental health workers - A 2018 HRSA report reveals a 48.56% shortage of primary care health professionals - Increasing population needs for these services - Increasing competition among HSOs - External pressure on HSOs for accountability and performance Impact of Environmental Forces - Fewer resources to recruit, compensate and develop workforce - Shortage of skilled workers, changes in recruiting and staffing specialized services, lower satisfaction of workers - Increased volumes of patients and workload for HSOs - Competition for health care workers and pressure for higher wages/benefits - HR must ensure high performance in HSO. LAWS AND REGULATIONS AFFECTING EMPLOYMENT - Fair Labor Standards Act - Equal Pay Act - Civil Rights Act - Americans with Disabilities Act - Age Discrimination in Employment Act - Family and Medical Leave Act - EEOC regulations re: Sexual Harassment - Health Insurance Portability \& Accountability Act VIOLENCE IN THE WORKPLACE PROFILE OF A POTENTIAL VIOLENT PERSON - is experiencing family problems - has problems relating to the abuse of alcohol or drugs - has a history of violence - is a known aggressive personality - is experiencing certain mental conditions (e.g. depression) - possesses a poor self-image or low self-esteem SOME STEPS TO PREVENT VIOLENCE - Treat everyone with respect and consideration. - Keep all potential weapons stored beyond the reach of patients and visitors. - Take all threats seriously and report them immediately. - Know your security procedures, alarms, and warning codes