Cleveland Clinic : A Non Profit Academic Medical Center

The Joint Commission understands that human resource management (HRM) is vital in any organization because it deals directly with employees, who are charged with the responsibility of achieving the organization’s goals and objectives. Traditionally, majority of organizations treated employees as liabilities. However, over the years, the view has changed to focus on employees as assets. Importantly, in an acute care hospital, committed employees are essential because they would be dealing with patients directly. Moreover, working with such patients requires employees who can create personal relationships with the patients. In essence, patient satisfaction increases when the patients can trust their caregivers (Mathauer & Imhoff, 2011).

Cleveland Clinic not only provided pre-service to patients, but provided pre-service to attract providers into their network. They provided training for providers and offered them a good electronic medical record system. The clinic opened a medical school which was a year longer than other schools as it offered special training in both clinical care and research. The tuition cost of the students from July 2008 were covered and each medical student was offered a position to work in Cleveland

Joint Commission. (2010). Management of Human Resources. CAMH: Comprehensive Accreditation Manual for Hospitals, Hr-1 - HR-10.

This coaching and execution package will start by teaching the meaning of the principles. The Nine Principles™ of service and organizational excellence instills what everyone within and associated with the medical center believe to be the best experience possible. The first principle is to commit to Excellence. Any type of change within an organization requires buy-in from all staff starting at the top of the executive chain. The second principle is to measure the important things. This would be measurement of what the strategic goals have set in place and allows the medical center to keep up with the progress on a monthly basis rather than quarterly. The third principle is to build a culture around service. In order to increase patient or in this case veteran satisfaction all employees will need to learn the process that has been tested and laid out by the Studer Group®. The process teaches that the process should be the norm and it should become “hardwired into the organization’s process.” This will require the medical center to put in place scripting for how to communicate. The scripting of behaviors, establishment of teams, teaching service recovery, and the development of performance standards will also enable to medical center to perform excellent care. The fourth principle is to create and develop leaders. The Studer Group® places great emphasis on developing leaders. So much so that they will provide instructional training to the

Hospitals and insurance providers alike as well as the Centers for Medicare and Medicaid Services (CMS) are aiming to measure the value of health care (Morris, Jahangir, & Sethi, 2013). Improving patient satisfaction not only enhances the care a patient receives overall but it can have a major impact on a hospital’s reputation and financial results as well (Hall, 2008).

I was surprised myself when I saw the figure until I find out that they have a Multisite healthcare delivery system with local, national and international reach. They have facilities all over Ohio, in fact the leading healthcare provider in Ohio. They also have hospitals in states like Nevada and Florida and internationally in countries like Canada and Abu Dhabi in United Arab Emirates. See link below for more facts about Cleveland Clinic. With that many facilities and a top five health care system in the country it will not be impossible to record 5.9 million outpatient visits in a year.

The Moses Lake Community Health Center is a small clinic located in Quincy, Wa, which is where I live. This clinic was built in 2002 but was remodeled about five years ago. Moses Lake Community Health Center (MLCHC) is a clinic that offers medical service, dental services, and other additional services such as WIC. Having all those resources combined has been great because you no longer have to travel far, all you need in the same place. This clinic has an amazing staff that is kind and respectful. The Human Resource Director for the Moses Lake Community Health center is Julie Weisenburg. Unfortunately, I was unable to speak with her due to not being available at the same time because of work schedules. As well that is is a small town and

Excellent, high quality patient care is much more than a saying used in many healthcare organizations. Translating these words into actions by every employee can be a daunting task. A culture of excellence must be initiated, and instilled into the core of a healthcare organization. Mission statements, visions, short term goals, and long term goals are useful objectives that facilitate a culture of excellence. As healthcare continues to evolve and increase in complexity each day, continuous reflection regarding organizational outcomes and patient outcomes should be performed.

The importance of human resources to the delivery of healthcare has kept growing over time and HR has become intrinsically important to the delivery of efficient and effective health care. At this point the organizations which have managed their human capital successfully and effectively have been able to serve their patients effectively(Kabene et al, 2006). In a scenario where the health care sector is faced with major human resource related issues the HR has a major opportunity to become a

As the healthcare industry continues to evolve, it requires people who attain great leadership qualities. The success of an organization depends on employees that can inspire people around them to achieve greatness and deliver quality care to the patients. Being in the healthcare industry, we have seen many changes recently. Therefore, by having a person with leadership qualities to guide others through these changes, while maintaining an organization that can deliver quality care is indispensable.

Under the leadership of Bruce Broussard, President and CEO since 2011, Humana have developed and integrated health model system that has continued to lower the cost of healthcare and enhanced quality along with improving member experience. Broussard’s specializations in his work history clearly steered Humana to inviting him to come aboard. He brought Humana an extensive variety of executive leadership experience such as publicly traded and private companies within an assortment of healthcare sectors, including oncology, pharmaceuticals, assisted living/senior housing, home care, physician practice management, surgical centers, and dental networks. However, in addition to Broussard meeting the corporate objectives, he also has executives who are experts in each of their fields. Each executive officer reports to him and each are incremental in setting strategic plans to carry out Human’s objectives. His ability to navigate and influence people credited his success as a leader at Humana. Also, while at a previous position at U.S.

Cleveland Clinic is a non-profit organization and a network of hospitals, clinics, research and educational institutions that strives to provide specialized healthcare and the latest in medical treatments. Our mission is to provide better care of the sick, investigation into their problems, and further education of those who serve. We are committed to providing world-class care and a supportive environment for our patients, patients’ families and fellow caregivers.

According to myclevelandclinic.org, the Cleveland Clinic was established in 1921 with the same mission that continues today: “Better care for the sick, investigation of their problems and education of those who serve.” Consistent with its mission statement, the Cleveland Clinic’s activities are patient care provided on a charitable basis, medical research, and education of both medical professionals and the community (2017).

Columbus Regional Hospital (CRH), a non-for-profit organization with 225 beds, is the system’s star facility (Columbus Regional Health, n.d.). CRH has a Privacy Excellence Award, and the National Committee for Quality Assurance recognized CRH for outstanding patient-centered medical home practices (Columbus Regional Health, n.d.). Additionally, the Becker’s Hospital Review named CRH as a great community hospital, and Thomson Reuters acknowledged CRH in the top 100 hospitals (Columbus Regional Health, n.d.). Moreover, CRH is one of the most beautiful hospitals in America (Columbus Regional Health, n.d.). They provide emergency and surgical services and comprehensive care in many specialty areas, such as, mental health (Columbus Regional Health, n.d.).

The human resources department needs to revisit some of their decisions to strength their portion of the structure and better the company for the future. The high turnover rate has caused lack of employee motivation, low morale and with pay levels below their competitors’standards; there is lack of structure in the performance review process within the entire company. These issues can be corrected by creating a coaching, feedback process, and