I. Competency Gaps
Current Workforce State
Yale New Haven Hospital (YNHH) has around 12,991 employees, including approximately 4,136 medical staff. The employees at the organization value YNHH since it is among the best employers in Connecticut. The workers show satisfaction working for the organization with the American Association of Retired Persons (AARP) regarding YNHH as one of the best employers in the country. The hospital ensures to address any grievances the employees might have, allowing them to continue exercising productivity while working for YNHH. The institution provides several options that facilitate reporting potential regulatory or compliance issues, involving employees, and outside vendors among other issues. The Corporate Compliance Office at the organization also handles issues related to harassment, discrimination, conflicts of interest, workplace safety, and other situations subjecting the workforce at risk (YNHH a, 2020). Addressing these issues ensures that YNHH's employees feel appreciated while working for the company.
Gaps in Competencies of Present Workforce
Based on the present strategic goals of the company, several gaps prevail in the current workforce's competencies. For instance, the workforces lack detailed information on the cost of care. Additionally, challenges prevail when it comes to reducing waste, variation, and inefficiency to invest in as well as boost care access without sufficient access to trusted data relating to care cost. In this sense, YNHH feels the need for establishing an accessible and user-friendly truth source at the cost of care. Overall, the institution requires the appropriate data platform, which would assist in bringing together clinical data and cost to facilitate in comprehending and improving value. The current healthcare framework at YNHH is insufficient to address the present needs of the organizational employees. It should update its model to ensure that it becomes increasingly user-friendly to the organizational employee and the leaders of the health system. Additionally, it needs an improved system that would assist in guiding the workforces on working together to address the various needs of the organization. It should have the capacity for tracking specific employees to ensure they deliver care quality hence facilitate the realization of improved care outcomes among the patients (StrataDecision, 2019). The leaders at YNHH need to have the capacity for monitoring the workforces over time as well as incorporate data with the required operational data to get a clear picture of the level of services they deliver to patients.
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Systematic Competency Identification
YNHH has put in place means of identifying the competency/skill gaps systematically for workforce planning as well as development processes. The organization has a Performance Incentive Plan that requires the workforces to meet their tiered goals while at the same time assuring them of receiving financial rewards upon reaching their goals. The reward size among eligible workforces is determined by the extent to which they attain the goals, meet target goals, exceed expectations, and acceptable threshold. Furthermore, YNHH ensures eligible workforces can receive up to around 3 percent PIP payout, which depends on earnings and hours. With the increasingly problematic economy and present financial uncertainty, YNHH offers PIP to its workforce to ensure they continue growing and offering quality, safe, and patient-centered care (YNHH c, 2020). Doing so ensures that the organization remains committed to its goals while at the same time continuing to reflect on its ongoing priorities.
Current Strategy by Organization’s Human Resources
The human resources at YNHH have introduced Project Infor, a new enterprise resource planning system for the hospital. The organization is making sure that all its workforces enroll in the program. It features various software tools in HR, finance, and Supply Chain in line with those focusing on improving the business side of offering healthcare. It has pages for managers, current employees, new workers, and a self-service environment. The pages are user-friendly and easy to navigate while allowing the employees a means for frequenting used sections. It also combines Skillport, HealthStream, and Institute for Excellence to ensure that employees receive training and pursue other courses on the platform. As such, Project Infor by the human resources of YNHH also serves as an online learning management system. It also features enhancements, which managers and the HR staff will utilize, including streamlined and centralized processes for hiring, recruiting, and onboarding workers within the system (YNHH a, 2020). As such, Project Infor is a vital human resource approach that will ensure the hospital continues its operations effectively while remaining one of the top healthcare providers in the country.
II. Strategies
Talent Development Strategy
The talent development strategy by YNHH revolves around the provision of four-year scholarships annually, which it awards to minority students undertaking degrees in nursing and other associated professions. When under scholarship programs, the organization provides them with internships. The internships last for 14 weeks. The programs ensure that the students receive adequate orientation regarding how the hospital operates (YNHH, 2019). The employees working within the organization also receive talent development opportunities in areas of Patient Transport, inpatient areas, Emergency Department, nursing, Environmental Services, and Radiology among other areas they feel the need to advance their skills.
Strategy Alignment with Employee Goals
The strategy aligns with the goals of the employees, which entail embracing patient safety and care in line with ensuring to realize cost-effectiveness when catering for the needs of the patients. The institution has an information system and human resource infrastructure, which ensures to understand the different training needs of the patients (YNHH b, 2020). With this, YNHH can target the talent development needs based on the preferences of the workforces.
Strategy Alignment with Organizational Goals
The talent development strategy aligns with the goals of the organization in that it has allowed YNHH to establish an integrated system, which helps it to deliver value in conventional acute care as well as across diverse services (YNHH c, 2020). The approach allows the organization to deliver efficient healthcare services while at the same time linking with strong partners who contribute toward the establishment of a healthcare services continuum.
III. Training
Training and Employee Development Needs
YNHH understands the need for offering unmatched value to its patients. Value entails providing high quality and safe care service competitively. As such, the hospital sees the need for engaging its entire team including staff, managers, community advocates, and community physicians to become successful. It focuses on the different training requirements its employees need while offering frontline managers the training available via Institute for Excellence, HR career development programs, Quality Improvement Support Services, Patient Experience, and the Center for Professional Practice Experience (StrataDecision, 2019). YNHH invests heavily in the training and development of its work due to the rising healthcare concerns and the need to cope with the growing competitiveness in the sector. Such investment ensures the hospital continues providing high-quality healthcare services.
Integration of Needs in Training and Development Program
The training and development needs at YNHH are presently integrated into the program. The organization ensures to embrace patient safety and care by ensuring employees are competent in providing destination services and the importance of increased cost-effectiveness. It has a system infrastructure in human resources and information technology, which ensures the workforces receive adequate training and development, which adds to the value YNHH delivers to its patients and the broader community (StrataDecision, 2019). YNHH has thoughtfully invested in corporate members to ensure its workforces remain the best in delivering quality and valuable healthcare.
References
StrataDecision. (2019). How merging financial and clinical data saved Yale New Haven Health $150 million. Retrieved from https://www.stratadecision.com/article/how-merging-financial-and-clinical-data-saved-yale-new-haven-health-150-million/
YNHH. (2019). Career development. Retrieved from https://www.ynhh.org/about/community/support-services/career-development.aspx
YNHH a. (2020). Facts & figures. Retrieved from https://www.ynhh.org/about/hospital-overview/facts-figures.aspx
YNHH b. (2020). YNHH launches new plan for handling surges in patient volume. Retrieved from https://www.ynhh.org/publications/bulletin/062118/volume.aspx
YNHH c. (2020). YNHH introduces new measures for PIP 2019. Retrieved from https://www.ynhh.org/publications/bulletin/011719/ynhh-introduces-new-measures-for-pip-2019.aspx
