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Monthly Archives: July 2016
15 things for healthcare leaders to know about Obama’s 2017 budget
10 things to know about CMS’ new mandatory cardiac bundle
CMS proposed Monday a new mandatory bundled payment program for heart attacks and bypass surgeries that includes changes to the existing Comprehensive Care for Joint Replacement Model as part of its larger goal to shift Medicare from quantity to quality incentives.
Here are 10 things to know about the proposed rule.
4 key factors in a hospital’s financial turnaround plan
Cartoon – We Value Your Fresh Perspective
Cartoon – Business Today
Anthem’s Good, Bad and Ugly News
Anthem had some good headlines on Wednesday. The insurer reported second-quarter earnings and revenue that topped estimates, with the latter jumping 7.2 percent from a year earlier. It expects to insure more people than it initially forecast this year, after surprisingly robust growth in its Medicaid business.
But beneath the good, there was also bad and ugly.
Why You Really Should Move Quickly To Get Rid Of Bad Hires
http://www.eremedia.com/tlnt/why-you-really-should-move-quickly-to-get-rid-of-bad-hires/
Everyone knows that the average hiring process is less than perfect.
In fact, most selection processes have high failure rates (i.e. even after months or even years of “assessment,” nearly 60 percent of the marriages in California end in divorce).
So it shouldn’t be a surprise that as many as 46 percent of new hires fail within 18 months, according to Leadership IQ. Research also reveals that 61 percent of new hires are unhappy because they feel that they had been misled during the hiring process, according to Harris Interactive.
The Recruiting Roundtable similarly reports that 50 percent of the hiring organizations or the new hires themselves regret the decisions they made. Shifting to non-exempt workers, research by Humetrics reveals that 50 percent of all hourly employees quit or are fired within their first six months.
Given this high rate of mishires, it’s surprising that most corporations don’t even track mishires who must be terminated or encouraged to resign. Even fewer organizations have a formal “early release process,” like a no-fault divorce for identifying bad and frustrated hires and releasing them as soon as possible.
Your Company’s Market Value Depends On Good Talent Management
Corporate value is increasingly dependent on employees, and talent optimization is becoming a serious business issue.
The Brookings Institution has reported that as much as 85% of a company’s market value is now calculated with intangible assets such as knowledge, reputation and human talent. Just 25 years ago that figure was less than 40%, so the value shift has been dramatic and swift.
Businesses are increasingly realizing their worth has less to do with buildings, machinery and inventory, and more to do with the intangible assets of the people across their organizations.
However, business leaders have been slow to embrace – and slower to act upon – the onslaught of data that proves this point, and often learn too late they’ve squandered opportunities to fully leverage their talent assets.
More troubling yet is that many leaders don’t even realize that employees are assets, and aren’t willing to invest in that asset without a compelling and quantifiable reason to do so.
Caring for High-Need, High-Cost Patients—An Urgent Priority
Meaningful improvement in the health system will require improvement in care for those patients using it the most: people with multiple chronic conditions. Within this clinically diverse group are patients who remain stable for years with appropriate treatment, others who live with extreme functional limitations, and still others with persistent behavioral health challenges or related social needs, like housing or food, that exacerbate their conditions. Care for these high-need, high-cost patients is expensive: despite comprising just 5 percent of the U.S. population, they account for 50 percent of the nation’s annual health care spending.
HENRY KOTULA 