Training in the Healthcare Industry
1. Assessment Tool Helps Hospital Conquer Challenges
T+D, v60 n6 p68-69 June 2006
Solutions. This article covers the steps taken by St. Luke's Hospital to reduce employee turnover and to improve employee and patient satisfaction levels. St. Luke's partnered with CPP, Inc. to use personality indicator tests to make these important changes.
2. VR to OR
LEARNING CIRCUITS, v7 n6 June 2006
This article reports on the use of a simulation designed to develop medical student skills. Created by Stanford University Medical Media and Instructional Technology (SUMMIT), this group believes that Web-based learning technology has the potential to improve leadership, cooperation, and communication skills that can be transferred from the virtual reality environment to the operating room. Early exposure and familiarity with this type of Web-based training will make it more comfortable for healthcare professionals to maintain licensures and to stay up-to-date on new procedures and medical advances.
3. Loyalty Expectations
T+D, v60 n4 p63-67 April 2006
This article describes how Roche Diagnostics tackled an increase in employee turnover by surveying staff, analyzing the results, and creating a meaningful action plan to address its difficulties and leverage its strengths. Roche instituted a workforce planning program to help it better anticipate turnovers, retirements, promotions, and other personnel moves, and implemented work and life flexibility programs throughout the organization. The company has seen a 50 percent reduction in turnover and links this turnaround to the employee loyalty program.
4. Soaring to New Safety Heights
T+D, v60 n1 p51-54 January 2006
This article illustrates the strides have been made at the Vanderbilt University Medical Center (VUMC) by using an adapted program for commercial airlines and the military to get employees performing at higher, more patient-centered levels. Safety and high levels of quality are the goals for this program which started in 2003.
5. Five Steps to Leading Strategically
T+D, v59 n12 p45-47 December 2005
This article asserts that few organizations view their leadership development programs using a strategic business perspective. This case study explains how the Center for Creative Leadership and Catholic Healthcare Partners used five steps to create a leadership strategy. The five steps used are: clarify aspirations and business strategy; identify capabilities to implement business strategy; assess those capabilities; make leadership development a key component; and get top executive support.
6. Strong Medicine Required
T+D, v 59 n11 p34-38 November 2005
This article outlines how Mayo Clinic Arizona stemmed its employee retention and dissatisfaction problem by thoroughly researching the best solutions for these problems. With the assistance of an outside consulting group, two years were devoted to researching possible interventions and solutions including training. Programs that focused on new supervisors were determined to be the best solution. Training, evaluations, and the selection of metrics to measure meaningful outcomes were identified. After study, it was determined that there was no statistical difference seen between coaching sessions and classroom training interventions existed. Armed with this information, the HR department now requires mandatory classroom training for all new supervisors. The results show a decline in employee turnover and an increase in employee satisfaction.
7. Measurement Gets Strategic
T+D, v59 n5 p53-59 May 2005
Finding the best metric is crucial to linking training to corporate goals and objectives. This article discusses three different measures used by CompUSA, Wyeth Consumer Healthcare, and Hospital Corporations of America that help these organizations gain higher performance and greater employee retention.
8. Case Study: The Regence Group’s Evolution into E-learning
LEARNING CIRCUITS, v5 n4 April 2004
This article describes the steps the Regence Group took to migrate from a classroom-based training approach to a Web-based, instructor-led environment. The author shares lessons learned and offers guidance for managers leading a new staff through this type of journey.
9. Leading Indicators: Leadership Development in Action
T+D, v58 n3 p16-18 March 2004
This trends article discusses what sets three leadership development programs apart from others. The programs presented are: 'Leaders for Tomorrow' at the Blanchard Valley Health Association, 'Leaders Developing Leaders Mentoring Program' at Scientific-Atlanta, and 'Management Development School' found at Orkin. Each program was developed to meet specific organizational needs; they differ in length, delivery method, and content. While unique programs several similar themes emerge that can be used when developing leadership development programs. They are executive buy-in and visible support, clear ties to business needs, action learning, learner responsibility, and creation of prestige around the program.
10. Two New Marketplaces for E-suppliers: Healthcare and Financial Services
T+D, v58 n1 p38-45 January 2004
This article covers what seems to be a natural match between e-learning and healthcare and financial services. Both industries have the ample monetary resources, the distributed staff and the demand of changing rules and regulations. These elements make the two industries ripe for being approached by enterprise-wide LMS solutions and custom content development.
11. HIPPA Compliance at TRICARE
LEARNING CIRCUITS, v4 n14 December 2003
This case study explains how TRICARE, the U.S. Military Health System, worked to develop a method for getting its healthcare professionals up-to-speed on HIPPA. After determining system requirements for the various service branches, an LMS was purchased to implement training in hierarchical levels and which is job-specific.
12. An LMS Helps Meet HIPAA Compliance
T+D, v57 n3 p74-75 March 2003
Suppliers. This article presents a vendor-provided case study of TriCare, the U.S. Military Health System, which needed a system to comply with the 1996 Health Insurance Portability and Accountability Act (HIPAA). The Act mandates standards for security and privacy of patients' medical records. TriCare selected LMS, a system built by Plateau Systems, to train employees and monitor compliance with HIPAA requirements.
