6.4 million people have been enrolled in coverage through the federal insurance marketplace for 2015. Consequently, the nation’s uninsured rate has dropped to historic lows, especially in expansion states and these states are spending less on health care for their uninsured. Many Federally Qualified Health Centers (FQHC), for the first time, are experiencing competition for their patients who were previously uninsured. As they look to gain efficiencies and cut costs, there is no greater cost than labor.
During a recent trip I found myself with a few leisurely moments and fired up the in-flight Wi-Fi and read several exchanges taking place on LinkedIn over a reprint on April 9, 2014 of a Wall Street Journal article titled, “Companies Say No to Having an HR Department.” The crux of the article was to spotlight some larger companies opting to eliminate their Human resources departments making front line managers responsible and accountable for those HR functions specific to their employee group. The article cites the benefits of pushing matters to the heart of the organization and one spotlight company cites that their managers only have to spend about 5% of their time on matters directly related to HR. The article itself was balanced by providing reasons why not having HR might not be such a great idea.
Recently I had the pleasure of attending sessions at the HR Florida Annual Conference in Orlando, where the speakers referenced following their yellow brick road and how that allowed them to attain their personal and organizational goals. I have worked with several health centers and watched how leaders, including me, often know what they want at the end of their yellow brick road but allow their wicked witch to prevent movement that detours them from reaching Oz.
Turnover: What is it and what is its true cost? Quite simply, turnover is expressed as a ratio, the number of employees who have left during the year divided by the total number of employees at the beginning of the year.
As for the cost of turnover, estimates run as high as 150 percent of annual salary for mid-level employees .
In my last post, we discussed the need for organizations to have properly written policies and procedures regarding the provision of reference information on former employees to protect the employer, the former employee, and other employers from potential litigation. In this post, I will discuss the business of obtaining and providing references and how to avoid putting your organization at risk.
Organization leaders and Human Resources professionals are often challenged by walking the tightrope of when to share information about former employees and when to stick to facts providing only dates of employment, title, and wage. As a result many organizations have policies that closely define those who are approved to release employment information and what information they are allowed to release regarding a former employee.
Performance appraisal may well be the most despised management process around, and often for very good reasons. Most performance appraisal forms are only marginally relevant to an employee’s job, and the results of the process itself yield very little – perhaps a token difference in a raise for a “higher performer” over a “lower performer;” but even these distinctions are often criticized by employees because of assumptions concerning how “tough” one supervisor is over another. Simply put, the link between actual performance and actual executive or employee compensation is frequently tenuous at best.
Do your policies and/or employee handbook forbid your employees from sharing information about their own wage and benefit packages with other employees? If so, it’s important to note that the National Labor Relations Act (NLRA) has a different opinion and your health care facility might be found in violation by the National Labor Relations Board (NLRB). As a consultant providing services to health care organizations on matters of human resources and health care compliance, I often find employers with policies that put them at risk.