Why This Medical Center Needs an Overhaul in the Onboarding Process

Along with concluding their background and drug test before hire. One key part of the new hire orientation was to build a new hire packet and map to success. The new hire packet was a all encompassing booklet that allowed the new hire to use as a practical applications to reference setting up their phone, using the computer software, payroll information, office information, and we also included culture integration task within the book to help them learn more about the company (lunch coupons to take out other employees and 50 dollar gift cards to the Kimley-Horn company store). The map to success was a template for first day orientation scheduling that was made with few tailored changed to meet each candidates needs from a training perspective and team meetings. Both the map to success and the new hire orientation booklet were something I had to tailor if the hire was full time or part time as well as change training material for different disciplines and levels within the

West Florida Regional Medical center (WFRMC) is located on the north side of Pensacola, Florida. It is associated with Hospital Corporation of America (HCA), and “the West Florida Healthcare campus includes the all private room acute care hospital, the area’s only comprehensive physical rehabilitation hospital, and a mental health facility” (West Florida Hospital, 2010). When looking at the decision to invest heavily into total quality management (TQM), you must look at its history and hospital statistics of the Pensacola area. In 1992, there was intense competition between WFRMC and the other two hospitals within the area, Sacred Heart and Baptist Hospitals (McLaughlin & Kaluzny, 2006). “The 130 doctors practicing

It is important to provide a welcome and supportive environment as the individual is likely to be feeling anxious and scared about the new environment and the new people they will be meeting. Staff and service users should provide a relaxed environment and ensure they are not overcrowding the individual or throwing to much information at them all at once.

Prior to walking in, my expectations for what I was about to partake in and experience were all over the place. I didn’t know whether to expect the absolute worst types of situations going on such as people being rushed into medical rooms or the most basic situations such as patients waiting for a strep throat test. I did expect to see a wide range of patients in terms of race, class, age, and gender. Contrary to the patients, I didn’t expect to see a wide range of race, class, age, and gender within the staff. I expected to see mostly female nurses, and male doctors, majority being Caucasian and middle age. I didn’t expect there to be that much security or any type of possible crime that could go on within a medical facility. I expected the waiting area and facility to be very large, large enough to accommodate a lot of patients at once. Lastly, I expected that taking our field notes would be a challenge because writing notes down in front of patients would be awkward and during interviews it would be hard to conduct a good interview while writing the whole time.

We have case conferencing once a week and morning huddles every morning.” The last question I asked Mary was, “Are there department meetings? If yes what is discussed and when are they held?” Mary responded, “Department meetings get together as much as possible all the dentists will meet and so on.” The first part of the nine aspects I would like to talk about is Business Planning. Business Planning is how an organization plans including goals. At Dental Associates they have morning huddles, case conferencing weekly and department meetings every so often to discuss and go over goals and patient care. The next one is Management. This is how they structure and process for effectively accomplishing their goals. They have teams in their office. Each doctor/ dentist has their own team including hygienists, assistants, relationship coordinators, and financial coordinators. Next is Health Safety and Environment. This deals with workplace safety. Every time they have a needle incident where one of the workers accidently sticks themselves with a needle they are required to fill out paperwork regarding what happened. Another aspect is Community Issues. This is the role

As a Healthcare administrator there are many different challenges to be faced. Being the backbone of any company in general is a hard but rewarding task. On a day-to-day basis healthcare administrators have to deal with the bulk of the problems wherever they work. The people in these positions deal with things ranging from unethical doctors, to hiring and firing the janitor. The topic this paper is going to focus on is the type of issues healthcare administrators deal with when going through the process of employment for their doctors.

Relationships among workers in the ICU of Changeable Medical Center are at best, strained. In the past six months, the unit has expanded from 8 to 12 beds, changed to a different electronic health record vendor, and changed unit managers. Ten of thirty registered nurses have resigned or left, two of the remaining twenty are out on sick leave, and absenteeism is at a record high. As the new unit manager, you are looking for ways to improve morale and deal constructively with the many problematic relationship issues.

West Florida Regional Medical Center (WFRMC) located on the north side of Pensacola, Florida competed strongly with sacred heart and Baptist hospitals for patients. WFRMC’s CEO John Kausch was an active member of the Total Quality Council of the Pensacola Area Chamber of Commerce (PATQC) (McLaughlin, C.P., Johnson, J.K., & Sollecito, 2012).. PATQC’s vision was to develop the Pensacola, Florida area into a total quality community by promoting productivity, quality and economic developments in all area organizations both public and private (McLaughlin, et, al., 2012). John

All new employees receive orientation to the facility by their Departmental Manager on their first day of employment. During the orientation process, the new employee will go to the Human

On August 27, 2016 worker received a letter from Dr. Andrew Duxbury, MD, Mr. Walker’s doctor at the VA Medical Center. The letter stated Mr. Walker has both physical and mental limitations that render him dependent on a third party for care. He is unable to understand normal decisions for daily living and patient’s need for 24-hour care and supervision was discussed with family on June 9, 2016 during home visit.

In this paper I will describe the client scenario from my first six days of clinical practice at the medical ward of Eagle Ridge Hospital. I will reflect upon the salient learning experience received during the first 6 shifts at Eagle Ridge Hospital. I will explore the personal meaning of my clinical experience and will identify the plans for the next set of shifts.

A Marketing strategy is necessary to develop and implement for all health care organizations. Rush University Medical Center in Chicago learned this lesson in the most difficult circumstances. The leadership assumed the reputation of the facility would be enough to stand up against all other health care facilities in the surrounding area; supplementary publicity or lobbying was necessary. As time passed on, it was very obvious by the drastic decrease in patient census and revenue that something had to change. The implementation of an environmental scan in that particular instance would greatly influence the facility in a positive manner. It is an approach that assists in the process of identifying and recognizing all the marketing elements involved. The first step of the environmental scan is an assessment of the five major environmental forces and trends. Next, evaluate the potential impact on the organization’s target market and adjust the organizations marketing mix strategy as appropriate (Berkowitz, 2011).

During his first week in medicine he finds himself at the university hospital where he begins interacting with hospital patients. He brings in warmth into the hospital by engaging patient to provider interactions. However, the dean of the college of medicine did not find his action favorable and brought it to his attention. All of which he continues to do what he believes best fit for the patient’s need.

As the person in charge of ensuring new hires embraced and became a part of the local hospital’s culture I would implement the three stages of socialization, the Anticipatory, Accommodation and Role management studied this week as a checklist with the following steps.

In this memo, I would like to clarify the causes of the failure of the training program in the hospital and propose the new way of the training that could be more useful for both senior managers and the employees.