Course: Managing Human Resources in healthcare (Module 1) Americo Cicchetti Slide Deck # 2 LESSON 3. MEDICAL MANAGEMENT AND CLINICAL LEADERSHIP LESSON 4. ASSESSING JOBS, PERSONS AND PERFORMANCE Course: Managing Human Resources in healthcare (Module 1) Americo Cicchetti LESSON 3. MEDICAL MANAGEMENT AND CLINICAL LEADERSHIP Capabilities and categories of health managers POSITION IN THE ORGANISATIONAL HIERARCHY GRADE OF AUTORSHIP AND LIVEL OF RESPONSABILITY TOP MANAGER HIGH CONCEPTUAL CAPABILITIES TECHNICAL CAPABILITIES HUMAN CAPABILITIES HIGH INTERMEDIATE MANAGER MEDIUM TECHNICAL CAPABILITIES CONCEPTUAL CAPABILITIES HUMAN CAPABILITIES LINE MANAGER LOW TECHNICAL CAPABILITIES (by Rakich, Longest e Darr, mod.) CONCEPTUAL CAPABILITIES HUMAN CAPABILITIES MEDIUM LOW SIMPLE REALITY COMPLEX ORGANISATION INDIVIDUALS AGGREGATION OF PROFESSIONALITIES OBJECTIVES DOES NOT GUARANTEE RESULTS GOOD FUNCTIONING IT IS DIFFICULT TO DISTINGUISH BETWEEN DIRECTIONAL Roles and functions PROFESSIONAL Roles and functions Doctor • • • • • • • • Action oriented Social Interaction 1:1 Reactive approach Immediate gratification needed Autonomy = value Independent Patient oriented Professional identification Manager • • • • • • • • Planner Social interaction 1:N Pro-active approach Delayed gratification accepted Collaboration =Value Participative Organization oriented Organizational identification READINGS Doctors and managers: a problem without a solution? (BMJ n. 326, 2003) What doctors and managers can learn from each other? A lot (BMJ n. 326, 2003) CASE STUDY Hospital Clínic de Barcelona (HBS) Course: Managing Human Resources in healthcare (Module 1) Americo Cicchetti LESSON 4. ASSESSING JOBS, PERSONS AND PERFORMANCE Personnel evaluation: 3P Model People Position (Job) Performance Personnel evaluation Goal Quantify the value associated to the characteristics of the person, and his behavior, the role, the results obtained The significance of the evaluation, contingent, depending on the organization's objectives Legitimisation and certification of roles Control over behavior Sharing of values and culture Feedback (and feedforward) Growth of Knowledge Job evaluation People Position (Job evaluation) Performance Job evaluation Method to compare the relative values of the different tasks of an organization in order to lay the basis for a rational structure of wages Objectives of job evaluation Draw up an objective method, scientific and shared evaluation "Paying the place" regardless of the person Legitimize wage gaps Subtract the compensation structure to the determination of the external labor market Reduce transaction costs Phases of the Job evaluation Job analysis Job description Job (person) specification Job evaluation Job analysis Job description Job (person) specification Job evaluation Job analysis thorough examination of workstations Subject of the positions is the content of the job, in terms of what is being done, how it is done, because it is done and what is required to do so Methods: We collected documents (workflow, procedures, reports, etc.), Observation, questionnaires, interviews, diaries and selfdescription of the activities, checklist ... Job description Exposure written and analytical tasks, methods, equipment, wiring on each positionThe raw data collected during the survey are to be interpreted, completed and arranged in systematic and standardized form by filling in a form of analysis of the position Job analysis Job description Job (person) specification Job evaluation Job specification Exposure of written FACTORS related to each position They can be: autonomy, problem solving, deadlines, management repercussions, difficulty, external relations, functional, economic, professional requirements resources, effort and responsibility job evaluation operational process that helps to determine and allocate through appropriate procedures and methodological tools, the relative value of each position in relation to all the others in the company Job evaluation methods Job evaluation methods Non analytical methods Job classification Job ranking Methods designed on the basis of the job as a whole Analytical methods Factor comparison Point methods Methods designed on the basis of the requirements and the elements of the job Point method Hay Method Point method Introduced for the evaluation of managerial positions In connection with compensation surveys The factors of the task evaluated Know-how = sum of the capabilities needed to cover a role: 1) technical knowledge, 2) managerial competence 3) necessary capacity in interpersonal relationships Problem solving = intensity of the constraints and limits imposed by the environment and the organization activity of thought necessary for the identification and resolution of problems Accountability = level of the position, responsibilities (both economic and decision-making) Paying levels Pay level Lu = Upper pay level Ll = Lower pay level B = broadness T= Time = key jobs = other jobs = anomaly B Lu Ll 0 50 100 150 200 250 300 T 350 Points Performance evaluation People Position (Job evaluation) Performance Performance assessment Rating oriented to the past that analyzes the contribution from the individual to the organization's objectives Support tool to the compensation policy Encourage and develop productivity Flexibility instrument for the management of the internal labor market Involvement of the leaders in the management of pay Support for management tools (MBO, BSC) …but not only Careers and Training Challenges Difficult to identify goal performance indicators Possible disincentive effect on the "worst” Flattening on objective performance Subjective evaluations Evaluation 360° People evaluation People Position (Job evaluation) Performance People evaluation Subjective evaluation system Object of the evaluation is the ”person” The methods used are sometimes "subjective” Historically the skill evaluation Precedes (craft unions)... And following (professional) the job evaluation Not only pay for what you do, but also for what you can do contextual analysis o of socio-technical systems o individual characteristics (qualification) Competence evaluation The most used method for people evaluation The reasons of its spread Deverticalisation of organizatinal structures Processes based organizations Increase the professional component of roles horizontal and cross-functional career management The objectives Improving the organization's results Interpret the organizational culture PERFORMANCE MANAGEMENT Definition Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas. Merit Matrix
