"Why does administration continue to bring in new people when there are already qualified internal employees perfectly able to do the work?" -a question from a CHS Registered nurse
When this statement was mentioned to me over three years ago, I thought nothing of it. Then when I was blatantly overlooked and had this same political action happen to me, the statement echoed over and over in my memory banks. Sometimes, it takes it "hitting home" for us to realize that there is a problem.
It was the first time that I ever dealt with such immaturity, incompetency, and outright ignorance from a corporate administration.
Now, I can look back and realize that the "fruit did not fall far from the tree." The CHS tree that is.
The CHS Chief Human Resources Officer was an executive new hire from another hospital system. Her direct downline all came from the same previous employer. It would be safe to say that she put her cronies in place to maintain a trustworthy, dedicated team that would watch her back. Interestingly enough, I believe that this strategy is the same model that other CHS managers began to implement within their own departments.
So managers started hiring best friends from non-healthcare industries, from their residential neighborhood, and from any other networking connections to build their own personal team of cronies.
Most employees are going to feel cheated by cronyism, but who is going to risk losing their job in an environment known for office politics, workplace aggression, and retaliation. Most employees just suck it up and try to deal with it.
However, the days are coming when employees who are tired of the injustices are going to start speaking up.
When I was laid off, human resources stated that they wanted a consistent business model between the two nursing homes. In retrospect, that meant that they could have created more hairdresser positions for both nursing homes, but no, CHS human resources preferred to eliminate all hairdresser positions.
How has that affected customer care at the nursing homes?
1) The beauty shop is closed more than it is open meaning that they have less hours available for residents to receive hair services.
2) Instead of residents having three dedicated "on-staff" hairdressers to choose from; they only have one hairdresser on call as an independent contactor.
3) With the reduction in beauty shop hours, the nursing home population started changing to more male residents. Families prefer to have their female loved ones admitted to a facility where they can request a shampoo and hair service as a nice recreational past-time.
So when CHS Human Resources made the hasty decision to eliminate all hairdresser positions, were they even thinking of "Patients First?" I doubt it.
I also considered another angle, maybe administration questioned whether I was a good fit for the organization?
1) My performance evaluations showed that I was a good fit.
2) My seven years of CHS seniority showed that I was a good fit.
3) My bonus record showed that I was a good fit.
4) My media coverage of their last quarterly Board of Commissioners meeting showed that I was able to fit in.
So the problem has not been with me, it is the lack of training of CHS management. At the executive levels, management does not interview for positions, they just "re-appointment" each other into different titles and positions.
The lower level management and non-management employees are treated just like "worker bees." Little to no voice. No career plans. If one does not hire into their ideal position, then an internal transfer is harder to obtain than if one was an external candidate.
Carolinas Healthcare System is so deeply rooted in the Carolinas that everyone in the area either knows someone who
1) works for CHS
2) used to work for CHS, CMC, Charlotte Memorial Hospital or at least,
3) interviewed for a position within CHS.
If CHS Human Resources were competent, they would stop paying their outside attorneys to handle employee cases that should have never happened. If the employee has five or more years of seniority and a new manager, more than likely the new manager is not a good fit if toxic employee relations are reported. The CHS organization is huge enough that employee transfers should not be that complicated. The interviews should be forced allowing more networking, but the hiring decisions should not be forced. If someone is inline for the position, then the position should not be posted. The position should be filled with the employee who has been waiting for the position. If they prove not to be a good fit, then their performance evaluation will eventually reflect the deficiencies and appropriate action will be taken if the performance requirements are never met. Employees need opportunities. It raises employee morale.
Carolinas Healthcare System should give internal employees more opportunities even if it means a learning curve to conquer. I have seen management hire their cronies who had a huge learning curve because they had no healthcare industry background;yet, the patience given by fellow cronies is unbelievable.
I respect preferential treatment when you have two equally qualified candidates interviewing for the same job, but the preferential treatment that I have witnessed within Carolinas Healthcare System was blatant cronyism.
In concluding this article, the Charlotte Observer maintains that the quarterly CHS Board of Commissioners meeting is open to the public, but what does that really mean?
The "public" can consist of
1) people who have had a lien placed on their property by CHS;
2) people who have been dissatisfied with their care at a CHS facility;
3) former employees with grievances with CHS; and
4) every one else.
I will assure you that having personally attended one of such Board of Commissioners meetings; they do not want any disruption. If their "watch personnel" get an inclination of disruptive behavior, I really believe that "public" entry will be denied.
