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Touchette Regional Hospital Work Values
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Daily Duties at Touchette Regional Hospital:
Provided leadership in all major areas of HR and directed the full range of human resources activities in support of more than 600 employees in a union and non-union environments.
What they like about Touchette Regional Hospital:
Working in an organization that is technologically advanced, creative, and innovative is critical in your assessment of hiring companies. Less important to you are stability of the organization, the length of time an organization has been in business, and the business' plans for the future. You prefer a fast-moving company that will take risks to achieve its goals and objectives. The length of time the company has been in business is irrelevant. Maintaining status quo is unnecessary. You thrive on change, uncertainty and the upside of potential business risks, especially those associated with innovation. Stability for the long haul is not nearly as important as is working in an atmosphere that is charged with a sense of urgency and constant change.
Tags
Human Resources Management, Talent Acquisition, Employee and Labor Relations, Performance Management, Leading and Managing Change, Benefits and Compensation Administration, Organization and Individual Development, Conflict Resolution and Management, Negotiation and Settlement, Coaching, Mentoring, Training and Teaching, Valuing and Managing Diversity
Skills
Creating an HR Strategy, Developing Business Models, Employee Relations, Labor Relations, Exercising Good Judgment, Focuses on Results, Respects Confidentiality, Computer Literate, Takes Decisive Action, Delegates While Maintaining Control, Accepts Responsibility and Meets Deadlines, Promotes Harmony and Teamwork, Shows Eagerness and Capacity to Learn, Loyal to Organization, Associates and Subordinates, Quick to Identify Problems, Negotiates with Tact
Information about Touchette Regional Hospital
Company Rank: Not Available
Average length of employment : 8 years
Average salary of employees: $75,000
These are some of the questions we asked our climbers about their experiences with Touchette Regional Hospital:
| 05| | ||
| Were your performance expectations clearly communicated? | 0.0 |
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| Were you recognized for meeting or exceeding expectations? | 0.0 |
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| Did you feel like your personal contribution was important? | 0.0 |
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| Was your career path clearly outlined and discussed? | 0.0 |
| 03| | ||
| I would recommend this as a place of employment. | 0.0 | |
| I believe in the purpose of this organization. | 0.0 | |
| I would work for this organization again. | 0.0 | |
| I feel employees are fairly compensated. | 0.0 |
Climbers who worked at Touchette Regional Hospital had these interests:
| Books | |
|---|---|
Prescription for Excellence |
Leadership lessons for creating a world-class customer experience from UCLA Health System |
| Rosabeth Moss Kanter On the Frontiers of Management |
The imagination to innovate, the professionalism to perform, and the openness to collaborate: Leading the Change-Adept Organization |
| Leading Change |
The change problem and its solution; a prescription for undertaking major change to successfully compete. |
| SHRM.org |
Society for Human Resources Management |
| Magazines | |
| Delivering Strategic HR Management |
A look at the role that HR should play as part of the leadership team. |
| Nonverbal Communication in Negotiation |
The importance of reading body language during negotiations. |
| Making Differences Matter |
How to make full use of the differences in the workplace; beyond focusing on the numbers. |
| GE's Talent Machine: The Making of a CEO |
The use of Human Resources as a full partner with line management in developing the strategy and its execution. A critical look at how HR should be used as a function within the organization to leverage its full capacity to help solve business problems. |
| How to Make People Decisions |
The importance of and how to think carefully through the selection decision. |
| Management of Differences |
The effective management of differences begins with the manager and him/herself challenging their own assumptions about those that are different than themselves. Differences don't show up until we label them as such. |
| Pygmalion in Management |
The power of expectations and it can be used in the development of people. |
| The Human Side of Management |
The managers ability to firm and fair at all times; demonstrating courage and integrity. |
| Business Performance, Employee Satisfaction and Leadership Practices |
The leadership practices of managers drive employee satisfaction which ultimately determines bottom-line business performance. |
| Websites | |
| hbsp.harvard.edu |
Harvard Business School Publishing |
