Knowledge Infuser

Talent Management in Healthcare Organizations

jason.averbook — Fri, 22 Jun 2007 11:04:50 GMT

[http://knowledgeinfusion.typepad.com/knowlege_infusion_blog/WindowsLiveWriter/ki 7.jpg]

Great article from the Healthcare Financial Management Association on the impact of Talent Management in HCO's. As we at Knowledge Infusion work with more and more HCO's, talent is a true CRISIS in these organizations and a focus on Talent Management NOW is an imperative. This will effect all of us and our families in the upcoming years, and is one of the reasons that KI feels so strongly about making a difference in this area.

A few excerpts:

With most hospitals and other HCOs barely able to keep enough staff to meet quality standards, and often having to rely on involuntary overtime even to do that, the challenge of attracting, motivating, and retaining employees has never been greater. The concept of ��talent management,�� i.e. identifying, attracting, managing, motivating and retaining truly talented individuals, in contrast to merely adequate staff, may seem far beyond what job market and revenue realities permit. * HCOs that can succeed in boosting the talent levels, as well as sheer numbers of staff they have compared to what they need, will enjoy significant advantages in their market. * When HCOs are paid on the basis of explicit measures of structure, process, outcomes, or value, it makes sense for them to measure their talent in precisely the same terms as it is being paid. And once measured, it makes sense for them to pay their talent based on the same measures. * One classic example of this effect occurred in the first year that one firm switched from a normally distributed hourly wage compensation system to one based on objectively measured productivity. The major direct result was a 44% improvement in productivity at the cost of only a 10% increase in compensation. But perhaps an even better result was the reduction in turnover by 21% among those rated as high-performers, while turnover among those rated average or low performers increased by over 10%. E. Lazar ��Performance Pay and Productivity�� American Economic Review 190:5 Dec 2000 1346-1361

Share your healthcare TALENT experiences. Good experiences? Age of caregivers?

Another infusion of knowledge...

Link to Article

Infusing Technology with HR Academia

jason.averbook — Fri, 01 Dec 2006 03:22:42 GMT

!http://knowledgeinfusion.typepad.com/knowlege_infusion_blog/images/ki7.jpg![http://knowledgeinfusion.typepad.com/.shared/image.html?/photos/uncategorized/ki 7.jpg]I recently had the privilege to deliver a technology focused program at the Rutgers Center for Human Resource Strategy as part of its workshop series.

Rutgers is well recognized for its prestigious faculty generating the leading thinking and publishing on HR strategy and related topics. It's always stimulating to collaborate with members of the faculty on the latest trends and issues in workforce management. The quality of work being generated by the academic community to craft techniques to shape and execute strategy continues to increase. In the past year, the role of technology to move strategy from paper to actionable results is becoming a greater part of the discussion. While technology will not (and should not) demand stature above HR Strategy, it is gratifying, as an HCM technology consultant, to see technology come into focus for its role to enable HR strategy.

The workshop attendees were predominantly persons responsible for developing and executing HR Technology strategy and plans in large and midsize organizations. The discussion was quite engaging on how to leverage HR technology products to build a solid foundation for process and analytic innovation. Many of the participants have come to their HR role recently serving leadership positions in IT and other functional areas. This confirms a trend we continue to see that newcomers are bringing business discipline to HR technology initiatives that has been nurtured outside of HR.

Be familiar with the HR strategy work being generated by the academic community. HR technology initiatives are increasingly graded on their ability to enable HR strategy and related topics that are being published. Your executives are likely aware of this work and communicating at this level can be a huge boost for supporting HR technology. If your executives are not plugged into the work of the academic community, introducing them to resources like the Rutgers Center for Human Resource Strategy is a worthwhile consideration. With questions or comments, email me, mailto:david.link@knowledge-infusion.com.

HR Intelligence / Analytics / Information - Whatever you call it

jason.averbook — Wed, 25 Oct 2006 01:20:00 GMT

I had the opportunity this week to sit on a great panel at Oracle OpenWorld discussing the future of HR Intelligence and Metrics. My fellow panelists were Lexy Martin from CedarCrestone and Jim Holincheck from Gartner with the panel being led by a thought-leader in her own right, Row Henson. I found the panelists enlightening; but even more enlightening the audience. A few observations:

READY TO GO - This group (a large one), wants to make things happen in this space. This will be an area of huge growth (not necessarily success), but growth over the next give years - guaranteed

WHAT TO MEASURE - There is still confusion on what to measure. My advice as always - ask the tough question "Will this metric,measure,information mean anything to my CEO?" - that starts your answer. To add to your answer, what are the goals and objectives of my company in 2007, this will help you understand what to measure.

TOOL CONFUSION - This will be the case for a long time to come. Look at where most of your data exists today, look at that technology for creation of metrics and intelligent information and go from there.

CREATE WIM STRATEGY - At Knowledge Infusion we create many Workforce Information Management (WIM) strategies for organizations on a monthly basis. You HAVE TO have this to be successful.

Thanks to my fellow panelists. A great conversation. Drop me a note at mailto:jason.averbook@knowledge-infusion.com with any questions about this topic.

HCM Technology Governance

jason.averbook — Thu, 19 Oct 2006 23:50:00 GMT

[http://knowledgeinfusion.typepad.com/.shared/image.html?/photos/uncategorized/ki 1.jpg]During the week this past week, I had the opportunity to spend time with three major clients - all Fortune 500 organizations and noticed one thing in common; none of them had a HCM Technology Governance group that was watching all actions being taken by the organization and ensuring that they were in alignment with the stated goals and objectives of the company NOR were they watching what each of the HR silos was doing.

These three customers were all major clients of either PeopleSoft or SAP (two of the best HCM solutions in the world) and had some best of breed suppliers mixed into their HR/Talent Management solution. None of these customers were leveraging their HR backbone to drive success in their total HR solution. In order to make sense of this world of HR technology and ensure that all efforts are in alignment, it is important to keep the following in mind:

Many things happen in the company that effect people and specifically HR that often times HR is not aware of. Make sure IT is represented on your HR Governance organization.

All technologies can work together and serve an organizations needs; but often implementations happen in silos and not based on a holistic business process.

Organizations spend money on best of breed solutions when their existing HRMS solution can fit their needs; they just dont realize what they already own.

These are just a few things that a HR/HCM Technology Governance group should be focusing on during their existence. Feel free to ask questions or post other items that your organization focuses on or if you are looking at how to form a group like this, let us know at mailto:info@knowledge-infusion.com.