Elearning! Feb-Mar

FEB-MAR 2015

Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.

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THREE KEY COMPONENTS OF A HUMAN RESOURCES-ORIENTED CULTURE CAN AFFORD ANY COMPANY BIG PAYOFFS IN THE LONG RUN. BY JERRY ROCHE Scripps Health is by no means your average organization. But its employee-focused corporate philosophy has the potential to help turn any average company or organi- zation into a "career destination." Since the passage of the Patient Pro- tection and Afordable Care Act (ACA or "Obamacare") in 2010, there has been a massive change in the health-care industry. Tey have impacted Scripps, the largest health-care organization in the San Diego area with four hospitals on fve campuses, 26 outpatient and specialty centers, almost 14,000 employees, 1,500 volunteers, 158 medical residents and fellows, and 2,600 contracted physicians. But Scripps has developed a formula that will enable it to be not only competitive but dominant as more of the ACA is rolled out in the coming months and years. "We're dealing with making a lot of moving parts come together," says Veronica Zaman, the Scripps vice president of Human Re- sources and Learning. "We are fnding that our reimbursement rates are declining. It is so incredibly important that we have staf that are well-trained, that understand how to work collaboratively, how to drive toward teamwork, and how to maximize the work we used to do, in a diferent way. Te culture of Scripps is one that has been created to enhance our capacity to make sure we have the right people in the right place with the right skillsets." Amanda Kienast, director of Talent Acquisition, adds: "We think of ourselves as a career destination employer, and we're How to Become a 'Career Destination' 28 February / March 2015 Elearning! Learning! 100 Profle:

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