Case Study:
The department managers at a hospital and other healthcare facilities are often required to prepare annual staff development and education plans for their department which meets a leadership requirement of the Joint Commission standards.
Cindy Carson is the new Director of Health Information Services at General Hospital. Her boss, John Jacobs, suggested that Cindy should familiarize herself with her department's staff development needs by compiling a report about past staff developmental programs. In gathering the information for this report, Cindy made the following observations:
- Activities had been limited to preparing nonprofessionals in the department to assume supervisory positions.
- Most of the supervisors in Health Information Services believed that it was easier to hire talent as it was needed, rather than develop present employees.
- The supervisors who manage credentialed staff took the attitude that professional development is the responsibility of each individual, not the organization.
- Supervisors throughout the organization viewed voluntary attendance at any management development programs as an admission of inability.
- During the past 5 years, the development budget had declined steadily by about 10 percent per year.
- The credentialed staff (RHIA, RHIT, CCS, etc.) expressed frustration about the cost of CEUs required to maintain their credentials and rarely being permitted to attend professional association meetings on work days. Their state professional association has an annual three-day conference and quarterly one-day educational meetings.
Questions:
Q1. What would you recommend to John if you were in Cindy's position? What type of support should Cindy seek from John?
Q2. If a new staff development program is initiated in the Health Information Management Department, what type of attendance policy should be set? Why? What possible problems will this create?
Your answer must be typed, double-spaced, Times New Roman font (size 12), one-inch margins on all sides, APA format.