HJBR Jan/Feb 2021

HEALTHCARE JOURNAL OF BATON ROUGE I  JAN / FEB 2021 11 Dianne Hartley, Editor Tell us a little about the HR department at your organization. ANNE SEGURA MANINT, SPHR, SHRM-SCP, BATON ROUGE GENERAL Our HR depart- ment has a great mix of long-term and newly hired team members. It’s wonderful, because both groups can challenge each other’s conventional wisdom and institu- tional knowledge in a way that keeps the entire department in a cycle of continuous improvement and innovation in all aspects. We are a full life-cycle human resources team – talent acquisition, performance management, total rewards and payroll. We offer staffing and consultative services as well to other organizations. We take a holis- tic approach of service to our employees. As well as the offerings listed above, our employee health team hosts free visits with our PA/MD staff if our employees are feel- ing ill, including social work support; our pastoral care and arts-in-medicine teams are extensions of the human resources department offering religious and emo- tional support to our staff as well as mean- ingful distractions. TINA SCHAFFER, MED, SHRM-SCP, FRANCIS- CAN MISSIONARIES OF OUR LADY HEALTH SYSTEM Franciscan Missionaries of Our Lady is a leading faith-based healthcare innovator serving in Louisiana and Missis- sippi. Our commitment to delivering excep- tional patient care to those most in need is rooted in our 100-year history in living our mission. The only way to deliver our mission is through our teammembers. Our HR Division is considered a shared service for our Health System, operating with Centers of Expertise for key functions of HR and operational business partner sup- port at the regional levels to support our diverse portfolio of ministries. Our purpose and goal are to demonstrate our ministry’s commitment to people through a culture of exceptional team member experiences. We demonstrate this commitment by con- tinuing to leverage technology to create effi- ciencies, investing in team member devel- opment and focusing on strategic workforce planning. AMANDA SEALS, PHR, OCHSNER HEALTH Ochsner Health’s HR team consists of a hub and spoke model, with a robust system team and regional teams to serve as boots-on- the-ground across our facilities. We have a regional HR team that supports the work- force across the Baton Rouge region. The regional team provides strategic HR Busi- ness Partner support, as well as support from HR functions including compensa- tion and benefits, talent management, tal- ent acquisition and employee relations. We also have a workforce development program for current and potential employ- ees, including training for medical assis- tants, nursing professionals, pharmacy technicians and more. Some niche programs in our department include Diversity and Inclusion, which is growing across the system, and the Ochsner Learning Institute, which provides profes- sional development to our team. LARA MOSBROKER, PHR, SHRM-CP, SURGICAL SPECIALTY CENTER OF BATON ROUGE We are a small and dynamic team of two. Our Human Resources Generalist manages recruiting, onboarding, compliance, benefits and leave of absence, and I cover employee relations, organizational development, compensation/benefits, risk management and quality assurance. We serve about 200 employees between two locations. ED HALPHEN, MBA, WOMAN’S HOSPITAL Woman’s Hospital’s Human Resources and Educational Services departments work together with leadership to ensure the hos- pital has the skilled talent needed to provide excellent patient care and support those employees providing that care. There are 16 employees in the Human Resources depart- ment focused on recruiting/staffing, com- pensation, benefits, business partnership, employee engagement, information sys- tems and compliance. The nine employees in Educational Services ensure our employ- ees have the competencies and skills needed to be successful, as well as provide training and education within the community. Editor Which positions do you have the most difficulty filling and why? MANINT As you would expect, registered nurses, allied health and nursing support are the most difficult positions to fill at this time. This is not unique to our system. The nursing shortage is well documented, and the pandemic has caused more stress and strain – particularly at the beginning of the crisis. Allied health positions, specifically respiratory therapists, are having additional demands, and we are in an extremely tight labor market trying to recruit from a small pool of qualified individuals. Nursing sup- port, which is so critical to any hospital, is also a challenge. It’s hard work that is not suited to everyone. SCHAFFER Our current difficulties and tal- ent shortages aligned with what we are see- ing around the country and globally. Health- care talent will remain in high demand for the near future. We continue to feel the effects and impacts of the national nurse shortage, which has been exacerbated by the pandemic and active hurricane season within our area. We are also experiencing difficulty filling our clinical support posi- tions and, most recently, our clinical license professionals. Additionally, our regional health system includes our level designated Trauma facility, Heart and Vascular Insti- tute, Children’s Health, Critical Access and a growing Medical Group. With such a diverse and complex, regional health footprint, we