We are working to better integrate services across Johns Hopkins Medicine as part of the integration strategic priority. What do you think we can do to achieve this goal? Cast your vote and share your thoughts in today’s poll.
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Comments
There are some really valid concerns here. I'm hoping someone is listening. As for myself, I've become "stuck" in a job with little to no room for advancement, simply because I know I'll have to take a cut in pay and/or benefits and be subject to renewed "probation" for several months, should I decide to risk going for another position. I've been employed for 23 years now, and it would be nice if that longevity could be rewarded instead of discouraged. I have many skills that are NOT being used in my current position, and am given a hodge-podge of duties to cobble together a position for me (likewise, my salary is funded by some hard money and some soft money, and that presents it's own set of anxieties). I'm so close to retirement that I can't risk moving to another position, but I'm not inspired by the job I have either. -- I wonder how many others are just "doing their job" instead of working to make this the best place to come each day?
Epic still does not contain Pediatric ER diagnoses. Pediatric Specialist diagnoses are not very useful; more training is needed. Over the lifspan, EPIC should track in a usable way (discreet data) Infant breastfeeding duration for Both mother and baby, because of the wide range of effects on the health of both mother and baby.
I agree with Ms. Wolf regarding the University "vs" Hospital borders that over the years seem to reflect the rigidity of a petrified forest that can no longer yield to environmental forces. A career path should be fluid. Which also seems to be what Ms. Smith envisions. Even though institutions, service brands and missions are fixed, why not create and establish flexible career paths as a component of the Hopkins HR brand? This would enhance recruitment and retention efforts and promote and reward indivdual growth and goal achievement. These career paths should not be focused on one group of employees to the exclusion of all others; not everyone is cut out to be a nurse or IT specialist, for example.
RE: Integration between Hospital and University
Greetings,
As a nurse, my career at JH has toggled between JHH and JHUSOM over the past 23 years. Each time I switch, I am made to start over as far as seniority and PTO accrual are concerned, even though I've been walking through the same set of doors every day for decades. Also, the health care benefits are much more expensive for me on the University side, even though The pay is much less. I took a 20k pay cut in my last switch from hospital to university.
Thank you for this survey,
Lisa
It would be nice if we could cross train and get selected for better job opportunities throughout the hospital, instead of being told by the automated system repeatedly that we do not qualify for certain positions that we fill already under different management...i.e Broadway Services. That way there is opportunity for advancement across the board. We are all in contact with the patients and staff giving the best customer service and assistance that we can lend in times of need for the patients, their families and guests.
Bringing different cultures together demands committed and visible leadership with a clear communication process. Successful leaders recognize the importance of learning and how it contributes to the overall integration goal. If we have more leaders crossing over the entire enterprise we will better position ourself for the future.