@rtiCle....!_!

Human Resource @rticle

The Healthy Model for Nursing Workforce Management and Planning

Stanford University Medical Center Estimates a $22.5 Million Potential Cost Savings Over Two Years

For many years, health care administrators and hospital human resources (HR) departments in particular have had difficulty finding solid business intelligence for workforce planning. Hospitals acknowledge a heavy reliance on their nursing workforces, as well as on a direct relationship between the strength of those workforces and patient care outcomes. Hence, the development of workforce planning methods and tools is crucial to helping hospitals not only solve the puzzle of successfully recruiting and retaining top-caliber teams of nurses but also be prepared to successfully provide staff and operate during regional emergencies (e.g., earthquakes, fires, pandemics). An additional factor has been recent media coverage of potential nurse shortages, which has increased pressure to detect and plan for any such lack of availability.

The entire San Francisco Bay Area external registered nurse population with hospital points buffered at two, four, and six miles up and down the San Francisco Peninsula, showing the ease with which nurses can establish their careers by leapfrogging from one hospital to another.

Stanford University Medical Center, located in Palo Alto, California, on the Stanford University campus, comprises three main components: the Stanford School of Medicine, Stanford Hospital and Clinics, and Lucile Packard Children's Hospital. With 885 licensed beds, the Stanford University Medical Center also serves as the primary teaching environment for the Stanford School of Medicine and provides a clinical backdrop for world-class research. The nursing staff occupies the largest clinical workforce category, with approximately 2,700 registered nurses. Long-range workforce planning for maintaining an adequate nursing staff is therefore an essential administrative challenge.

With internal and external data for nurse populations mapped, ArcGIS, with its buffering functionality, and the ArcGIS Spatial Analyst extension help answer just about any question as it relates to workforce planning. Queries have included

• If the nursing population living within a six-mile radius of our hospitals is projected to retire in 10 years, but the average home price in the area has become far too expensive for just about any clinical professional, how will we be able to attract new entrants to our workforce to this location?
• What if we experience an earthquake in the middle of the night, and the majority of our nurses live on the other side of a major bridge affected by the quake?
• Many hospitals around the rest of the country are or will be experiencing a nurse shortage. Do we or will we have a shortage in our metro area?

"We have been able to ask and answer all these questions and many more," says Tony Redmond, director, Nursing and Allied Health Talent Acquisition Programs, Stanford University Medical Center. "Our HR and hospital leadership is no longer experiencing a business intelligence deficiency as it relates to the development of actionable workforce plans." Answers to these kinds of questions also help workforce planning for the medical school staff and allied health professional workforces, such as pharmacists, clinical lab professionals, and physical therapists.

Schutt says, "While recruiters have had hunches for decades about what may or may not be attractive recruitment features for nurses—such as pay, shift, and location—GIS analysis has, once and for all, laid the location controversy to rest. The nurse comfort zone for Stanford University Medical Center is about a 12-mile radius. Looked at another way, this is also a retention factor. When close proximity to the hospitals is coupled with nurses surpassing the milestone of three to five years of service, they are more likely to stay on board until they retire."

Real Savings and Better Coordination

While long-term planning must always be a work in progress, large returns on investment are already being realized. The recruitment advertising budget has been reduced by at least 50 percent, a monumental amount considering the San Francisco Bay Area is one of the most expensive advertising regions in the United States.

"GIS enables the hospitals to identify places where there are too few nurses or too much competition and to stop wasteful advertising in those areas," says Schutt.

This knowledge helps hospitals anticipate and mitigate potential interruptions to continuity of care and avoid the astronomical costs associated with hiring and retraining replacements. Schutt estimates that this knowledge could free up approximately $22.5 million over the next two years that would otherwise be spent on replacement/retraining costs.

In the Works

The Stanford University Medical Center HR department has established ongoing dialogs with other medical center departments; the Stanford School of Medicine; and Stanford University GIS labs, libraries, and administrative offices, all of which are also using ArcGIS and ArcGIS Server. Plans are in the works to develop and support coordinated efforts relative to both people and places throughout the campus community, including potential disaster preparedness planning.

MY COMMENT.....@_@

This article mention about the healthy model for nursing workforce management planning. In my opinion, HRM strategy pertains to the means as to how to implement the specific functions of Human Resource Management. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.  HRM strategy typically consists of the following factors "Best fit" and "best practice". Which meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resource in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. 

As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel, or provides a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding the staffing needs of an organization and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have and are aware of personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

MGT 417 @rtiCle.... (1) C0mpuTer SoFtW@re

Windows XP machines are main conductors of rootkit malware.....

MY COMMENT.....@_@

Now a days, many people are using computer, laptop, notebook and anything that related to computing instrument. All of these need software to ensure that the computer operating systematically. The most software that are currently people using is windows XP. Windows XP, the successor to Windows 2000 and Windows Me, was the first consumer-oriented operating system produced by Microsoft to be built on the Windows NT kernel. Windows XP was released worldwide for retail sale on October 25, 2001, and over 400 million copies were in use in January 2006. Direct OEM and retail sales of Windows XP ceased on June 30, 2008. Microsoft continued to sell Windows XP through their System Builders (smaller OEMs who sell assembled computers) program until January 31, 2009.

Windows XP featured a new task-based GUI (Graphical user interface). The Start menu and Taskbar were updated and many visual effects were added, including a translucent blue selection rectangle in Windows Explorer, drop shadow for icon labels on the desktop, task-based sidebars in Explorer windows ("common tasks"), the ability to group the task bar buttons of the windows of one application into one button, the ability to lock the taskbar and other toolbars to prevent accidental changes, the highlighting of recently added programs on the Start menu, shadows under menus (Windows 2000 had shadows under mouse pointers, but not menus)

                                                                                                                                                      

Windows XP analyzes the performance impact of visual effects and uses this to determine whether to enable them, so as to prevent the new functionality from consuming excessive additional processing overhead. Users can further customize these settings. Some effects, such as alpha compositing (transparency and fading), are handled entirely by many newer video cards. However, if the video card is not capable of hardware alpha blending, performance can be substantially degraded, and Microsoft recommends the feature should be turned off manually.  Windows XP added the ability for Windows to use "Visual Styles" to change the appearance of the user interface. However, visual styles must be cryptographically signed by Microsoft to run. That why windows XP are the main software everyone use in their computer.

MGT 417 @rtiCle.... (2) E-C0mercE....

E-Commerce is not a shopping cart......

MY COMMENT.....@_@

I agree with the article about e-commerce is not a shopping cart because e-commerce is refers to the buying and selling of products or services over electronic systems such as the Internet and other computer networks. However, the term may refer to more than just buying and selling products online. It also includes the entire online process of developing, marketing, selling, delivering, servicing and paying for products and services. The amount of trade conducted electronically has grown extraordinarily with widespread Internet usage. The use of commerce is conducted in this way, spurring and drawing on innovations in electronic funds transfer, supply chain management, Internet marketing, online transaction processing, electronic data interchange (EDI), inventory management systems, and automated data collection systems. Modern electronic commerce typically uses the World Wide Web at least at one point in the transaction's life-cycle, although it may encompass a wider range of technologies such as e-mail, mobile devices and telephones as well.

A large percentage of electronic commerce is conducted entirely in electronic form for virtual items such as access to premium content on a website, but mostly electronic commerce involves the transportation of physical items in some way. Online retailers are sometimes known as e-tailers and online retail is sometimes known as e-tailer. Almost all big retailers are now electronically present on the World Wide Web.

Electronic commerce that takes place between businesses is referred to as business-to-business or B2B. B2B can be open to all interested parties (e.g. commodity exchange) or limited to specific, pre-qualified participants (private electronic market). Electronic commerce that takes place between businesses and consumers, on the other hand, is referred to as business-to-consumer or B2C. This is the type of electronic commerce conducted by companies such as Amazon.com. Online shopping is a form of electronic commerce where the buyer is directly online to the seller's computer usually via the internet. There is no intermediary service involved. The sale or purchase transaction is completed electronically and interactively in real-time such as in Amazon.com for new books. However in some cases, an intermediary may be present in a sale or purchase transaction such as the transactions on eBay.com.

Electronic commerce is generally considered to be the sales aspect of e-business. It also consists of the exchange of data to facilitate the financing and payment aspects of business transactions.