ASHHRA eNews Pulse
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ASHHRA eNews Brief: January 2013What an honor and privilege it is to serve as your president for 2013!
As we begin 2013, I have reflected on how much my ASHHRA membership has meant to me over the years. I have been so blessed to have learned so many valuable lessons from all of you. Building relationships with colleagues, attending conferences, participating in learning sessions, and being a mentor and volunteering has made me a stronger human resource (HR) health care professional and enhanced my ability to serve my health system and help me prepare for the future.
Today, we are all facing the most challenging times in the history of health care. These challenges carry with them uncertainty while offering us the possibility to shape the future of HR in health care. I want us as members of ASHHRA to focus on the possibility for 2013.
ASHHRA will play a vital part in preparing us for the possibility and shape us as health care HR professionals and the organizations in which we serve.
I am always drawn to the Anatomy of an HR Leader and our HR Leadership Competencies. In 2013, I believe our greatest possibilities for success will be through the competency of People Strategies... leading with our hearts. As we all know, our people are the most valuable asset of ASHHRA and our organizations.
When we capture the hearts and minds of our people, we will create the possibility of a culture that values and respects the need to attract, develop, and retain a diverse membership and workforce. In doing so, we will be able to meet the needs of patients, employees, and members.
I believe we can create possibility by also modeling inclusion in ASHHRA, as well as in our organizations... why I have selected Strength Through Inclusion as the theme for 2013.
One way we can create possibility is to take advantage of the wonderful array of resources as ASHHRA members. Stephanie Drake, our executive director and her fabulous team: Sharon Allen, Ursula Pawlowski, Shirley Armistead, Ferdinand Libunao, Jamie Macander, and Emily Meskill are here to ensure you have the best membership experience possible.
We are also privileged to have a talented team of volunteer leaders in our board and committee chairs. The 2013 Board includes the following: Maureen O’Keeffe, Irma Pye, Jim Frain, Amy Barry, Nicole Morin-Scribner, Paul Morlock, Marit Brock, John Ostrom, Deborah Rubens, Kristen Fox, and Tedd Marefka. The Committee Chairs for 2013 include the following: Learning & Educational Development Committee: Amy Crabbe; Annual Conference Committee: Barry Lindeman; and Advocacy Committee: Mike Paruta. I look forward to working will each of them in the coming year.
Many thanks to those members of the board whose term ended this year: Bob Walters, whose leadership, empathic approach, and musical talents will be greatly missed; Joe Micucci, who was ever vigilant to keep us fiscally responsible while providing a photographic history of ASHHRA; Karmen Reid, whose calm, insightful approach was such a gift; Michael Robinson, who brought us the CEO view and strategic vision; and Tom McCawley, with his sense of humor, helped us not to take ourselves too seriously!
Thanks also to Irma Pye for a wonderful 2012. Irma was an inspiration to us all. The board and I are fortunate to be able to continue to learn from and work with Irma in 2013.
I am looking forward to our journey as we begin 2013; I invite you to join me to embrace our future of possibilities, thoughtfully and inclusively.
Strength Through Inclusion,
Grace Blair Moffitt
ASHHRA 2013 President
Vice President, Human Resources
Cone Health
Greensboro, N.C.
What: 90-minute webinar
Click here to register.
We invite you to participate in this timely webinar that will cover the increasing number of cutting-edge National Labor Relations Board (NLRB) decisions, particularly those impacting non-union employers. For example, are you aware that the NLRB just recently issued a number of rulings involving the procedures that an employer must follow in conducting internal investigations, the validity of employer policies regarding off-duty employees, and decisions with respect to the legality of various employer communication policies regulating employee conduct in the workplace, including social media policies?
Roger King of Jones Day and Jim Trivisonno of IRI Consultants will explore the NLRB’s recent decisions significantly impacting obligations of unionized employers with respect to complying with union information requests and continuing the terms and conditions of employment after a collective bargaining agreement has expired. Be prepared for the upcoming year as the Board, along with other regulatory agencies including the Equal Employment Opportunity Commission (EEOC), the Wage and Hour Division of the Department of Labor (DOL), and the Office of Federal Contract Compliance Programs (OFCCP), are expected to pursue an activist agenda in 2013. After attending this webinar, you will be skilled in employee communication policies and strategies to enhance employer compliance efforts and to minimize litigation and unionization risks.
Visit http://www.ashhra.org/products/metrics.shtml to view the full article online.
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Visit http://sso.aha.org/opensso/cdcservlet?goto=http%3A%2F%2Fwww.ashhra.org%3A80%2Fmember%2Fhc_labor_report.shtml&RequestID=897262107&MajorVersion=1&MinorVersion=0&ProviderID=http%3A%2F%2Fs259722ch3vl48.uschcg6.savvis.net%3A80%2Famagent&IssueInstant=2013-01-08 to view the full article online.
Visit http://www.ashhra.org/advocacy/index.shtml to view the full article online.
Visit http://www.ashhra.org/toolkits/f-m/health_reform.shtml#tools to view the full article online.
National recruiters say that as good as 2012 was for physicians seeking employment in hospitals or groups, 2013 will be even better. Due to impending physician retirements, decreases in the hours doctors work and increased demand for physicians, job opportunities for employed physicians won’t just be more plentiful but also will offer more variety. That will mean more incentives for doctors who are on job hunts, as employers try to entice physicians who will have more interesting options, recruiters said.
SOURCE: AMERICAN MEDICAL NEWS
Visit http://www.ama-assn.org/amednews/2013/01/07/bisa0107.htm to view the full article online.
Health care hiring is accelerating at a striking rate: 60–80 percent faster than the rest of the economy. And it's not just physicians and nurses that are in high demand. In the overall economy, jobs grew at an annual growth rate of 1.4 percent in 2012, according to the December jobs report from the Bureau of Labor Statistics. In the health care sector, jobs grew at a comparatively blazing pace of 2.4 percent.
SOURCE: HEALTHLEADERS MEDIA
Visit http://www.healthleadersmedia.com/content/HR-288050/Economist-2013-a-Banner-Year-for-Healthcare-Jobs to view the full article online.
The United States likely will need almost 52,000 additional primary care physicians by 2025 to meet the country's health care utilization needs. That's the conclusion reached by a team of researchers whose work is highlighted in an article titled Projecting U.S. Primary Care Physician Workforce Needs: 2010-2025. The research was published in the November/December Annals of Family Medicine.
SOURCE: AMERICAN ACADEMY OF FAMILY PHYSICIANS
Visit http://www.aafp.org/online/en/home/publications/news/news-now/practice-professional-issues/20121114workforceneeds.html to view the full article online.
Hospitals and health systems have a lot on their plates, from health care reform initiatives to ensuring their balance sheets will be black in the next quarter. Adjusting executive compensation packages has made its way into those discussions as well, and innovative organizations are continually assessing whether and how to incorporate the latest practices. As hospitals and health systems look to stay at the forefront of innovative and reasonable compensation packages for their executives, here are eight trends regarding health care executive compensation based on expert analysis within the field.
SOURCE: BECKER’S HOSPITAL REVIEW
Visit http://www.beckershospitalreview.com/compensation-issues/hospital-and-health-system-executive-compensation-in-2013-8-trends-to-monitor.html to view the full article online.
Although modest, hospitals and health systems continued to hand out salary increases to executives and managers last year. In fact, executives and managers saw their base salaries increase by an average of 2.8 percent at health systems and 2.5 percent at hospitals in 2012, according to a new survey from consulting firm Sullivan, Cotter and Associates, Inc.
SOURCE: FIERCE HEALTHCARE
Visit http://www.fiercehealthcare.com/story/healthcare-execs-see-modest-salary-bumps/2013-01-03 to view the full article online.
Many health care systems and hospitals transitioning to accountable care organizations are finding that it’s a more complex process than they initially thought. A necessary step many have missed is establishing relationships with the physicians who will provide the accountable care.
SOURCE: AMERICAN MEDICAL NEWS
Visit http://www.ama-assn.org/amednews/2013/01/07/bil20107.htm to view the full article online.
A good hospital work environment doesn't just mean happier nurses, it means lower readmission rates. Medicare patients treated in hospitals with a more favorable nurse work environment were up to 10 percent less likely to come back than those treated in hospitals with a poor work environment, according to a study in the January 2013 issue of Medical Care.
SOURCE: FIERCE HEALTHCARE
Visit http://www.fiercehealthcare.com/story/good-nurse-work-environment-means-fewer-readmissions/2012-12-21 to view the full article online.
For the first time, four generations are working together in hospitals. There are the pre-baby boomers who didn't live through the Great Depression but may remember World War II rationing. Then come the baby boomers, born between 1946 and 1964, who tended to grow up in large families fed by postwar consumerism and the new medium of television. The Generation Xers, born between 1965 and 1985, saw the collapse of the U.S. manufacturing economy and were the first kids to use computers in any meaningful way at home and at school. The Gen Yers (sometimes called Millennials), born after 1985, were the first to relate their whole life through technology, connecting with the world through the Internet, social media, texting and smart phones.
SOURCE: HOSPITALS & HEALTH NETWORKS
Visit http://www.hhnmag.com/hhnmag/jsp/articledisplay.jsp?dcrpath=HHNMAG/Article/data/01JAN2013/0113HHN_coverstory&domain=HHNMAG to view the full article online.
Nearly half of doctors report experiencing at least one symptom of burnout, according to a nationwide survey of 7,288 physicians, the results of which were published online Aug. 20, 2012, in Archives of Internal Medicine, now JAMA Internal Medicine. Symptoms of burnout include emotional exhaustion, depression, a low sense of professional accomplishment, and depersonalization — a straining of physician empathy that translates into seeing patients as mere medical problems rather than individual people. Physicians are at greater risk of burnout than workers of the same age group in other professions, the study said.
SOURCE: AMERICAN MEDICAL NEWS
Visit http://www.ama-assn.org/amednews/2013/01/07/prsa0107.htm to view the full article online.
Having good relationships with physicians is paramount for hospitals, especially if they are implementing coordinated, accountable care. However, physicians have brought up several issues they have with hospitals that can deteriorate that all-important relationship. Rochell Pierce, vice president of physician relationship management for Aegis Health Group, says physicians across the country in virtually every market size have complained the most about these 10 issues in the past year and a half.
SOURCE: BECKER’S HOSPITAL REVIEW
Visit http://www.beckershospitalreview.com/hospital-physician-relationships/top-10-physician-complaints-of-2012.html to view the full article online.
SOURCE: AMERICAN ACADEMY OF FAMILY PHYSICIANS
Visit http://www.aafp.org/online/en/home/publications/news/news-now/practice-professional-issues/20130107physicianissues.html to view the full article online.
When the employer-backed Leapfrog Group handed out grades of A, B, or C on patient safety to individual hospitals in June, 5 percent of hospitals scored low enough to receive Ds or Fs but were marked as "grade pending." The hospitals had better shape up by the end of the year, Leapfrog said, or they will get a D or F.
SOURCE: AMERICAN MEDICAL NEWS
Visit http://www.ama-assn.org/amednews/2012/12/31/prsa1231.htm to view the full article online.
The fight against healthcare fraud is a top priority for the government today, as evidenced by harsher federal sentencing guidelines for healthcare fraud, an increase in the number of Medicare Fraud Strike Force teams and federal fraud prevention programs such as the Medicare and Medicaid Recovery Audit Contractor programs.
SOURCE: BECKER’S HOSPITAL REVIEW
Visit http://www.beckershospitalreview.com/legal-regulatory-issues/6-cornerstones-of-a-culture-of-compliance-for-hospitals.html to view the full article online.
Working together, physician leaders and administrative leaders can achieve critical clinical and organizational goals. As with many of its clinic-model peers across the county, Scott & White Healthcare began as a partnership of necessity between doctors Arthur C. Scott Sr. and Raleigh R. White Jr. to serve the growing area around Temple, Texas, as new railroads raced across the state in the late 1800s. But to label Scott & White simply as a clinic-model integrated delivery system is too limiting to a success built on understanding the needs of the healthcare system and aligning its physicians to meet it.
SOURCE: HEALTHLEADERS MEDIA
Visit http://www.healthleadersmedia.com/content/MAG-287405/ROUNDS-Preview-Driving-Clinical-Improvement-Through-Physician-Leadership to view the full article online.
The classic parable of the blind men and the elephant is often associated with, perhaps indirectly, the healthcare industry. In the story, several blind people feel different parts of the elephant to discuss what the elephant is actually like. Because they all feel different parts of the elephant, the people differ greatly on the structure and traits of the elephant, resulting in a lack of consensus and rapid disagreement.
SOURCE: BECKER’S HOSPITAL REVIEW
Visit http://www.beckershospitalreview.com/hospital-management-administration/finding-common-ground-3-tips-to-improve-relationships-between-hospital-cfos-and-physicians.html to view the full article online.
Like many healthcare providers, Providence Care knows about change. The need to embrace change – as individuals, as an organization and as an industry – is our new reality. With new standards of care, a growing population and shifting demographics, strong leadership skills are essential in today’s complex healthcare environment. Faced with significant pressures on time and resources, Providence Care intentionally started to develop participatory leadership competencies within the organization. Participatory leadership fosters an environment of strong collaboration and shared responsibility to enable rapid change.
SOURCE: HOSPITAL NEWS
Visit http://www.hospitalnews.com/developing-leaders-for-changing-times-investing-in-leadership-development-to-improve-care/ to view the full article online.
