Chief Operating Officer Jobs in Jackson, MS (NOW HIRING)

Title: Chief Human Resource Officer

Reports to: Chief Executive Officer

Supervises: All staff in the Human Resources Department.

Education

·    Undergraduate degree in human resources, business administration, healthcare administration, industrial relations, organizational behavior, or similar area of focus required.

License: 

·    N/A

Experience

·   Minimum of eight (8) years of progressive experience in human resources management is required with at least five (5) years of upper-management level human resources experience in a multi hospital facility setting.

Certification

•   Must have de-escalation training completed by the end of position orientation (90 days); must have appropriate level of de-escalation training.

Position Overview:

The Chief Human Resources Officer (CHRO), reporting to the CEO, plans, develops, coordinates and administers a comprehensive personnel program; oversees the process of recruiting, screening, interviewing, hiring, placing, orienting and evaluating employees to meet the patient care standards of the accrediting agency, the institutional goals of health system and the needs of the community population.

Primary functions:

·    assisting administration and line supervision in all matters involving employee relations and the evolution of personnel policy,

·    cultivating sources of qualified candidates,

·    recruiting competent employees,

·    increasing employee morale and job stability,

·    establishing methods for the implementation, and

·    operation of changing personnel policies and activities, and

·    supervising the staff of the Human Resources Department.

The Chief Human Resources Officer participates actively as a member of the Administrative Leadership Team in setting strategic direction for health system. The position requires expertise in understanding the relationship between department staffing needs and other factors (operational expenses, budget guidelines, System changes) plus well-honed skills in mediating disputes by equitably weighing all sides. Also essential is an ability to analyze alternative paths to specific outcomes, an ability to investigate complaints and concerns, foster staff versatility and encourage independent decision making. The CHRO must be a model of leadership to all employees and must be committed to dealing with employee relations issues in a professional, impartial manner so that the true causes of conflict may be determined, workable solutions proposed, and fair and decisive action taken.

Essential Functions / Job Responsibilities:

1.   Participates in the core strategic and operating planning processes as a member of the health system senior leadership team.

2.   Understands the needs of System’s multiple customers; ensures the “voice of the customer” is clear to health system and entity leadership.

3.   Brings state-of-the-art knowledge of HR best practices to the health system senior leadership team.

4.   Develops System-wide policies, systems, processes and programs to effectively link HR strategies with business strategies.

5.   Consults in the on-going development of health system mission, vision, and business planning processes.

6.   Ensures HR is viewed as a business partner by contributing effectively to the above; generates alliances with health system and entity leadership that enables effective delivery of HR services.

7.   Fosters System-wide thinking, planning, quality and service focus.

8.  Helps fulfill the implementation and measurement of key business strategies.

    Leadership Responsibilities:

1.  Works with department/service line leadership to establish and meet clear goals and objectives for department that reflect Health System needs, mission and vision. Develops criteria for measurement of each goal to ensure efficient delivery of services. Ensures that the goals and objectives are relevant; sets priorities and directs the efforts of the staff toward accomplishing those goals and objectives.

2.  Develops performance goals/objectives with each staff member to promote maximum productivity, proficiency and professional growth, as evident by written goals on performance evaluations.

3.  Leads with integrity and work ethic in order to inspire others to incorporate the strategies necessary to accomplish the mission and objectives of the service line/department and organization.

4.  Oversees ongoing maintenance of accreditation requirements and ensures a state of continuous survey readiness for accreditation surveys and other regulatory agencies. Serves as an internal consultant and develops an infrastructure through which the Health System continuously reviews accreditation standards, develops plans for compliance, and addresses issues of non-compliance as identified. 

5.  Communicates to personnel requirements and expectations clearly; establishes high but achievable performance, quality, and resource utilization standards; monitors performance against clear standards; openly and directly confronts individual and team performance shortfalls and problems.

6.  Recognizes and acts on opportunities for improvement and/or growth in order to advance department/unit/System goals.

7.  Establishes, maintains, and monitors the service line/department standards of service and customer focus toward patients, physicians, guests, or other Health System employees.

8. Applies key financial concepts and analysis to decision making. Understands drivers of financial performance and takes these into account in developing strategies and making decisions.

9. Effectively and efficiently uses manpower, material, and financial resources in accordance with Health System policies and within establish budget constraints.

10. Plans, organizes and schedules the work in accordance with effective use of resources (manpower, equipment, money and materials) allocated to the service line/department. Regularly reassesses priorities and competing demands and adjusts allocation of own and staff time and resources to increase efficiency and effectiveness.

11. Makes decisions affecting the service line/department which are timely and reasonable in the light of available facts, circumstances, and applicable standard(s).

12. Verbal communication is articulate, clear, concise and effective.

13. Written communication is timely, clear, concise, relevant, and organized.

14. Actively listens to and considers the views of others (including subordinates) and conveys a receptive attitude which facilitates open communication.

15.  Creates a culture of strong accountability throughout the department; holds self and department personnel accountable for demanding high performance; takes appropriate action to enforce consequences of low or non-performance.

16.  Inspires, encourages and motivates employees to perform to and beyond work requirements.

17.   Delegates effectively by defining clear expectations, providing adequate supervision, direction and feedback.

18.  Supervises staff in a professional, fair, and consistent manner. Coaching, counseling and corrective action of staff is documented, objective, tactful, timely, and in accordance to Health System policies and procedures. 

19.  Collaborates with Human Resources to recruit and select appropriately qualified staff. Adheres to Health System hiring and interviewing policies and guidelines. Utilizes effective application review and candidate screening; utilizes effective individual and panel interviews. Completes interview and makes recommendations to Human Resources for selection process according to Health System guidelines and procedures.

20.  Provides for orientation of sufficient scope and duration to assure that staff members are competent to perform assigned duties and responsibilities based on each individual’s identified learning needs.

21.  Assures timely and appropriate evaluations of all department employees, volunteers, and contract employees; provides feedback on an ongoing basis. Regularly and thoroughly assesses the job performance of service line/department employees; provides constructive feedback and identifies development areas. Evaluations are accurate and reflect actual differences in level of performance among employees. Completes evaluations by the due date in accordance with Health System policies.

22.  Identifies competencies for each role within the department; completes initial and annual competency assessments for each employee, volunteer, and contract employee.

23.  Conducts training sessions and staff meetings to share information, identify and solve problems.

24.  Schedules and conducts (or assists with) regular staff meetings.

25.  Coaches, teaches, and develops plans for employees to enhance their knowledge, skills, and abilities in order to contribute more effectively to the work of the service line, department, and organization.

26.  Fosters and develops a team environment; effectively channels the work unit's efforts toward the accomplishment of common objectives both within the service line / department and the organization.

27.  Holds employees accountable for performance standards. Feedback, coaching, and/or corrective action is timely and applicable.

28.  Holds employees accountable for complying with Health System rules, policies, and regulatory standards (HIPAA, etc.). Feedback, coaching, and/or corrective action is timely and applicable.

29.  Is professional, fair, and consistent in making job and scheduling assignments, resolving problems between employees, and supervising employees.

30.  Provides for safe and healthy conditions within the work place.

31.  Organizes and manages time efficiently in order to achieve top priorities and minimize “crisis management.”