Kaiser's HR services get a shot in the arm
Article Abstract:
Competitive pressures compelled Oakland, CA-based healthcare firm Kaiser Permanente to evaluate its operations and identify its inefficiencies. One of the areas that came under review was the HR function. It was discovered that while the company invested heavily in HR services, about $42 million every year, to meet the needs of its Northern California employees, only 31% of the workforce were satisfied with such services while an equal number were dissatisfied with what they were getting from the HR department. Those who expresses dissatisfaction with Kaiser's HR services complained of inconsistent and uncoordinated services, inflexibility and poor communication. These findings prompted the HR function to form four interdepartmental design teams assigned to take care of training and education plans, compensation and benefits, workers' compensation, and recruitment and selection. These shared services are expected to generate significant cost savings.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1996
User Contributions:
Comment about this article or add new information about this topic:
The future of human resources: forging ahead or falling behind?
Article Abstract:
The prospect for the human resource (HR) management function is encouraging despite numerous unfavorable predictors. Although it is coming under increasing scrutiny, the HR department has a very good chance of surviving given that HR practices, such as recruiting, compensation management, employee development and motivation, have become fundamental requirements for all business organizations. In addition, HR practitioners have grown indispensable as ombudsmen, while people management has become part of business strategy. The HR function will continue to be relevant to the firm by supporting business leaders and serving as strategic partners. There are a number of ways by which it can establish a partnership with management. These include developing an understanding of business operations, serving as a problem solver, and linking HR performance to business strategies. Amoco Corp.'s HR strategy is discussed.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1997
User Contributions:
Comment about this article or add new information about this topic:
Managing career development: Amoco primes the talent pump
Article Abstract:
Chicago, IL-based petroleum company Amoco Corp. realized that it had to reorganize itself in response to increased competition, the emergence of new technologies, the changing demands of customers and the evolving business environment. To meet these challenges, the firm was compelled to streamline management, restructure the organization and become more sensitive to market developments. Employees, in turn, were required to learn new technologies and systems, embrace processes responsive to the requirements of the international marketplace, and become part of a team-oriented and empowered workforce. All these pointed to the importance of individual development. Amoco dealt with this issue by developing a four-step career-management system. It focuses on education, assessment, development planning and outcomes.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1996
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: Team discipline: put performance on the line. The hazards of managing the emotionally handicapped
- Abstracts: Fischer Black's thinking and the 'big picture'. Human resource management in Asia: Handle with care. Can Germany shift culturally to help its economy grow?
- Abstracts: Raising the profile of health and safety at work. Large or small be 'office-wise'
- Abstracts: Wages and the labour market. Future employment and the internal labour market. Rethinking employment
- Abstracts: SEPs worth consideration by smaller employers. The top 10 pitfalls in managing ERISA plans. How to recover overpaid pension benefits
According to my manager, HR says that I cannot finnish the program because I am not allowed to use my Ed leave.
For the past seventeen years, my focus has been on providing our members (patients) with the highest quality of care possible. This is the first time I have asked Kaiser to focus on me.
All my manager has to do is adjust my schedule so that I can finish my nursing program that Kaiser helps fund.
I do not get it.