Reference no: EM133243956

Objectives

• Evaluate whether an application specialist should be located within the HIM department or the information services department.
• Outline the proposed critical conversation needed between two different managers based on the scenario provided.
• Select an appropriate job analysis method for a new position.
• Develop a new job title and job summary for a new HIM position.
• Develop interview questions to be used during the interview process for a new HIM position.
• Evaluate the candidate pool for the new HIM position based on appropriate candidate selection criteria

Scenario

The EHR was implemented by University Hospital two years ago and management of the HIM information systems was provided by the information services department. The individual that has been performing information technology (IT) functions in regard to the HIM systems is leaving the hospital and the HIM director, Kate, feels this is an opportunity to move the position into the HIM department. The director of IT, Richard, feels they are doing a competent job and the position should stay within IT. The HIM information systems maintained are as follows:

• Digital transcription
• Encoder and abstracting
• ROI
• Computer assisted coding

Assumptions 

• All HIM applicants must be managed by the same individual. It is more important that the individual who manages the applications have a familiarity with HIM processes rather than IT experience
• The outcome of the critical conversation between Kate and Richard is that the position will be moved to the HIM department

Deliverables 

Part 1

Develop a plan for managing the critical conversation that needs to take place between Kate and Richard in regard to moving the position to the HIM department. Use Kate's perspective in developing the conversation plan. Refer to the steps for planning a critical conversation detailed below to make sure all aspects of the conversation plan are covered. 

The planning steps for managing critical conversations are: 

• Develop awareness of your own communication partners and how you typically react to difficult conversations-for example, how you act or react to anger or withdrawal
• Identify and clarify what you want from the conversation; stay focused and keep a handle on your emotions
• Establish a mutual purpose or shared goal for the conversation
• Establish respect by demonstrating respect for the others' position even if you may not agree with their stance
• STATE your course:
  • S = Share your fact
  • T = Tell your story
  • A = Ask for others' input and viable compromise solutions
  • T = Talk about what is fact
  • E = Encourage differing views
• Let others STATE their course
• Finish clearly by recording commitments, developing measurable results, and setting follow-up time to meet (Smith 2006)

The end result of a critical conversation is that all individuals feel like their stance was heard and that some mutually agreeable solution evolved from the conversation. The critical conversation often happens spontaneously, which may not allow the individuals to be prepared for the conversation. If emotions are too high, it is best to delay the conversation until emotions subside and a productive conversation can take place. 

 

Part 2

1. Choose three different job analysis methods discussed in chapter 7 to collect data for the proposed new HIM application specialist position. For each method, explain the chosen method, and describe how you would carry out the method process in analyzing the application specialist position.

Steps of the job analysis process

1. Perform a needs assessment - defining the discrepancy of needs between the current job roles in HIM versus the ideal or expected performance of job roles in the futuristic HIM department "without walls." To narrow the scope more specifically, job and task analysis and competency-based needs assessment are discussed in relation to the development of emerging job descriptions to meet the performance expectations of a technology-based HIM department or other departments in which HIM professionals are employed. 

 

2. Obtain approval from management and human resources - periodically, the HR department will perform job analyses on positions that have been identified as difficult to fill because of completion in the workforce for the job skills required. Other items that trigger the need for a job analysis are sector changes, organizational changes, and employees' perceptions of the jobs being performed in the healthcare organization.

 

3. Develop a job analysis team - next step in preparing for the job analysis process is to select a team that will assist with the evaluation of the jobs. It is important to include average to high job performers who can give appropriate feedback on job tasks and who will be engaged in the process. 

 

4. Identify sources of data and data collection methods -  the job analysis team will evaluate the sources of data and methods of data collection for the job analysis. Primary data sources for job analysis are employees or managers who currently perform or oversee the job being evaluated. Secondary data sources for job analysis are information obtained from SMEs, human resource consultants, job data banks, or competency models. Surveys can also be used to obtain data that can be aggregated and summarized for the benefit of making better decisions.

• Personal interviews
• Observation - is a method in which the HIM manager or HR consultant observes the employee or employees who are completing the job tasks. Standardized comment sheets are used to capture key elements of observation.
• The diary or log method - an electronic job-analysis tool that requires employees to finish a daily diary or log of all job tasks completed within a set period. All employees who complete the job tasks being analyzed will turn in the diary or log for that specified time period and the HIM manager or HR consultant will aggregate the information from all diaries or logs.
• Structured questionnaires - or checklists may be distributed to all employees completing the job tasks being evaluated.

5. Collect and aggregate data

6. Develop a new or updated job description

 

          2. Develop a new job title and job summary the HR department will use to recruit for candidates for this new HIM position.

 

1. Result: The HR department posted the job internally but received no qualified applicants. The job was posted externally and there are three qualified applicants who meet the basic requirements of the position. The following resumes were screened by HR and meet the minimum requirements of the position:
2. Rhonda, a 28-year-old Hispanic female who has worked with a health information systems vendor since graduating from a registered health information administration (RHIA) program five years ago. She has not specifically worked within an HIM department, but she has worked with health information system installs at a variety of organizations. She is RHIA-eligible although she has not yet taken the RHIA examination. She does have several health information technology professional (HITPRO) certifications. Rhonda shared in her cover letter that she is a single parent and the caregiver for her elderly mother.
3. Tom, a 55-year-old white male, recently graduated from the local community college with an associate's degree in health information technology. He passed the registered health information technician (RHIT) examination two months ago. Tom completed his practicum within the HIM department at University Hospital. He called in sick several times during his practicum because of chronic pulmonary issues. He also was often late to work. Prior to obtaining his associate's degree, he has worked within the IT department of a large manufacturer for approximately ten years.
4. Laurie is a 39-year-old white female with a bachelor's degree in HIM and the RHIA credential. She has approximately ten years of experience as the coding manager at a large multi-specialty physician clinic. She recently relocated to town because of her husband's job transfer. She does not have much experience with IT other than coding products. Of note, her husband's best friend is the chief operating officer of University Hospital. He shared with Kate that Laurie has five children, ages 3,6,9,10, and 12, who participate in many activities and her husband travels for his job, so he is not home very often during the week.

Part 3

1. Develop 3 interview questions to ask of each candidate during a structured interview; each candidate will be asked the same 3 questions. Consider when developing these questions how to assess the candidates' actual computer technical skills in regard to maintaining HIM applications.
2. Identify, for each candidate, the topics that cannot be addressed during the interview process or considered when selecting an applicant for the position. Be sure to name the appropriate law which prohibits discussion of the topic.
3. Given only the information above, which candidate should be hired and why? Choose among the 3 candidates; continuing to recruit for the position is not an option. Remember that all 3 candidates meet the minimum qualifications for the position.