4.17 Provide examples that the organization supports career development opportunities for organization employees interested in becoming nurses or nurse support staff. As articulated in the hospital s mission statement, MGH is committed to educating leaders in the health care profession. Supporting career development for employees enables the organization to attract and retain a highly-skilled and diverse workforce, as it strives to meet its goal of providing the highest quality of care to patients. There are a number of ways in which the Department of Nursing and the organization supports employees interested in pursuing careers in nursing and nursing support roles. Department of Nursing In an effort to meet the ongoing learning needs of staff, a number of resources are available to assist current and future health professionals in choosing or advancing a nursing career. Choosing a Career in Nursing is a page on the Patient Care Services website that provides a centralized list of resources for those interested in advancing their career at MGH (attachment 4.17.a). The site provides links to nationally recognized resources such as the American Association of Colleges of Nursing, Johnson & Johnson s Discover Nursing, and the Massachusetts Center for Nursing. It also provides information about local and on-site/on-line nursing programs and financial resources available to staff. There are efforts focused specifically on supporting and promoting career opportunities for employees from culturally-diverse backgrounds. As described in Force 4.5, the Hausman Fund to Advance Nursing Diversity and the Multicultural Nurses Association both support foreign born and culturally diverse employees interested in pursuing careers in nursing. Additionally, the Department of Nursing has a robust Job Shadowing program, available to employees and to community groups and individuals who are interested in learning more about the nursing profession. The goals of the program are to: Encourage career exploration in nursing Make informed decisions about career choices Identify academic requirements needed to pursue nursing education Experience the patient care environment first hand from the nursing perspective Review responsibility and accountability of the nurse Increase understanding of the critical thinking skills nurses utilize Identify the ways that the role of the nurse complements the other roles in patient care delivery Provide a fun and enlightening experience. 217
Employees considering careers in nursing are given the opportunity to work with and talk to experienced nurses for a one-to-one mentoring experience nursing first hand. MGH Human Resource Training and Workforce Development In addition to Department of Nursing sponsored programs, the MGH Human Resource Training and Workforce Development provide numerous pathways to facilitate and promote employee education, training, and career development. Employees at all levels of the organization are provided with various degrees of financial and mentoring support, as they pursue further education. Programs and services include: Tuition Reimbursement MGH supports career growth and advancement through the Tuition Reimbursement Program. The policy for tuition reimbursement (attachment 4.17.b) applies to both full- and part-time (over 20 standard hours per week) staff that have completed six months of continuous service. The goal of the program is to advance career growth, education and development of employees. With tuition reimbursement, employees are encouraged to take advantage of educational and training opportunities to increase their knowledge and skill in their present jobs and prepare them for specific career goals within their department or the organization. Staff pursing education in nursing can access funds for associate, baccalaureate, masters, and certificate programs. In addition, Adult Basic Education programs (reading, writing, and math), GED preparation, and English as a Second Language courses as well as courses to become certified as Nursing Assistants, are all eligible for tuition reimbursement. In FY 06, 531 employees were reimbursed a total of $757,380 through the program. Currently, 203 employees receiving tuition reimbursement are enrolled in a nursing program. Of those, 103 are enrolled in undergraduate nursing programs. Support Service Employee Grants (SSEG) These grants provide financial support of up to $1,500 to non-exempt employees to support training and/or education for career advancement. Grants are for employees with two years of service in good standing at MGH who do not already have a bachelor's degree. This gives employees in support positions the opportunity to move into a higher-grade position, by providing financial assistance and organization support for job training and advancement. A common track for staff in support roles is to pursue careers as Medical Assistants and Patient Care Assistants. In FY 07, 58 employees were awarded scholarships totaling more than $52,000. 218
Association of Multicultural Members of Partners (AMMP) As described in Force 4.5, AMMP is a volunteer program committed to the advancement, retention, recruitment, and development of multicultural professionals into leadership roles. AMMP offers employees scholarships, mentoring and career development opportunities as they pursue education and training to further their careers within the hospital. Of the nine scholarship recipients this year, three are pursing careers in nursing or nursing support roles. College Fair in Action In March 2007, approximately 250 employees attended the third annual MGH College Fair. Staff are given the opportunity to speak with college representatives from 12 local colleges, including those with programs in nursing. Partners in Career and Workforce Development (PCWD) This is a Partners Healthcare resource dedicated to employee career development in order to address healthcare shortages. Moving employees into higher education is an explicit goal of PCWD. By partnering with local colleges and the Massachusetts Board of Higher Education, educational pathways and programs are designed to the needs of employees and the organization. Through PCWD, a Surgical Technology Program was developed and funded to prepare graduates to function as members of the surgical team. The curriculum is designed to combine didactic, college laboratory and clinical experience with an emphasis on acquiring clinical skills that can be directly applied in the operating room practice. To date, twenty-five people in the Sterile Processing Department of the Main OR, Same Day Surgical Unit, OR Endoscopy, and White 4 Sterile Processing Unit have completed the Bunker Hill Community College Sterile Processing Certification Prep Course. All those employees sat for and passed the Certification Board for Sterile Processing Departments' (CBSPD) national certification exam. There are thirteen new students in the program who expect to graduate this December. Attachment 4.17.c is an article in the MGH Hotline profiling a recent graduate of the program and her manager. With these resources in place, managerial support is pivotal in career development for staff. Whether through day-to-day mentoring and encouragement or by providing the flexibility to accommodate school schedules, it is the unit-based support of the Nursing Director and Clinical Nurse Specialist that is the key to employees successfully pursuing careers in nursing. Forces 5.9 through 5.11, describe the staffing systems in place that enable Nursing Directors to assure patient and unit needs are addressed while giving staff the ability to participate in the 219
management of their time schedules. Daily interactions with staff at all levels provide unit leaders the opportunities to mentor and encourage staff on an ongoing basis. The following narrative describes how the Nursing Director and Clinical Nurse Specialist on a General Medical Unit mentors and supports their support staff. On White 10, a General Medical unit, we routinely mentor the support staff on our unit as they look to advance their careers in the health care field. I help guide and support staff when they are making decisions about advancing their careers in the hospital. One Unit Staff Associate (USA) who works on the floor just graduated from a Patient Care Associate (PCA) training program. I am now talking to her about taking a PCA position on the unit. Two other support staff have expressed an interest in nursing school. Together with the Clinical Nurse Specialist, we are talking to them about the nursing programs available, prerequisites, and next steps they need to take to apply to school. One USA on our floor just graduated from Roxbury Community College and is now enrolled in the Mass College of Liberal Arts. He wants to be a pharmacist or doctor. I was able to support and encourage him throughout his time in school and he now works per diem during school holidays. When he graduated from community college, I was honored, when he invited me to attend his graduation ceremonies in appreciation for all the support I gave him throughout his time in school. 220
Attachment 4.17.a 221
Attachment 4.17.b Policies & Procedures Library: MGH1 Folder: Human Resources Policy and Procedures Document: Tuition Assistance Print Date: 08/13/2007 07:55 Tuition Assistance APPLIES TO: Weekly paid employees, residents and fellows 1. POLICY 1.1. The Massachusetts General Hospital advocates career growth, education and development of its employees without regard to race, color, disability, religion, creed, gender, gender orientation, age, disability, veteran's status, marital status or national origin. Employees are encouraged to take advantage of educational and training opportunities to increase their knowledge and skill in their present jobs, or prepare them for a position within another area of the hospital. The Tuition Assistance Program was established to help achieve this goal. Employees are strongly encouraged to seek additional financial assistance such as grants, scholarships or veteran s assistance to supplement tuition assistance. 2. EMPLOYEE ELIGIBILITY 2.1. Regular full time and part-time employees (20-40 Standard Hours per week) in good standing, who have completed six months of continuous service at the time of application, may apply for tuition reimbursement. 2.2. Status change: If a change in status occurs between the start and completion of a course, the employee's status upon course completion will determine the amount of the reimbursement. Special consideration may be given pending Human Resources approval. 3. GENERAL GUIDELINES 3.1. Courses must be part of a degree or certificate program and offered by an accredited school. The knowledge or skills to be acquired through the program must directly impact the position currently held by the employee or assist the employee in transitioning to a new position within the hospital. Employees must provide verification of enrollment (i.e. an acceptance letter or other form of documentation on school letterhead prior to the start of class.) 3.2. Minimum Grade Requirements for Reimbursement 3.2.1. C or better in a Undergraduate or certificate program 3.2.2. B or better in a Master s program 222
Attachment 4.17.b continued 3.2.3. Pass in a pass/fail grading system. 4. REIMBURSABLE PROGRAMS 4.1. Basic Education: Programs that will assist employees in obtaining a Graduate Equivalency Diploma (GED), Adult Diploma, or provide fundamental reading, writing, or computation skills, or English classes for Speakers of Other Languages (ESOL). 4.2. Undergraduate Degrees (Associate's and Bachelor s): Certain pre-requisite courses may be eligible pending HR approval. 4.3. Master's Degree 4.4. Certificate Programs (partial listing of acceptable programs) Computer Certificate Program Medical Coding Dental Assistant Nursing Assistant Certification EMT, MRI, CT, and CVIT Pharmacy Technician Language certificate programs Phlebotomist Certification Mammography Secretarial certificate programs Management certification programs Surgical Assistants Medical Assistant Certification Certificate of Advanced Study in "Clinical Investigation" offered by the IHP 4.5. Transitional Doctor of Physical Therapy (tdpt): Applicable for practicing physical therapists. 5. NON-REIMBURSABLE PROGRAMS 5.1. Re-certification programs, doctoral or law degrees, individual courses outside of enrollment in a degree program, and test preparation programs are not covered by the MGH Tuition Assistance Program. 5.2. If an employee already has a degree (i.e., Associate's, Bachelor's, or Master's) the Tuition Assistance Program will not reimburse for a second degree at the same level. Human Resources will consider exceptions based on market demand for difficult-to-fill positions. 6. MAXIMUM REIMBURSEMENTS 6.1. The following chart outlines the maximum reimbursement available to MGH employees per fiscal year. The amounts below are paid out by fiscal year (October to September) 223
Attachment 4.17.b continued Standard Hours Per Week Amount TUITION REIMBURSEMENT 20 35 $1200 36 40 $2000 CERTIFICATE PROGRAMS 20-40 $750 Note: Selective Medical Coding programs may be eligible for $2,000 pending HR approval. 7. REIMBURSABLE EXPENSES 7.1. The Tuition assistance policy covers course tuition, academic and laboratory fees. Books, non-academic related fees and equipment are not reimbursable. 7.2. The Tuition Assistance Program does not provide for release time from work to attend programs. 8. TERMINATION OF EMPLOYMENT 8.1. Employees receiving reimbursement are required to continue employment at the Hospital for six months following receipt of payment. If an employee resigns or is discharged from MGH within six months of receiving a payment, the employee is responsible for repaying the Hospital the amount of the most recent reimbursement. Repayment is waived if the employee transfers to a Partners Healthcare System, Inc. affiliate. 9. PROCEDURE 9.1. Prior to the first day of class 9.1.1. Employee submits to MGH Training & Workforce Development A copy of an official letter of acceptance Completed tuition reimbursement application with supervisor signature Course description and documentation indicating cost per credit from a current school catalogue 9.1.2. Note: Submission of a Tuition Reimbursement Application does not guarantee that the employee will be reimbursed. Employees are strongly encouraged to submit requests well in advance to allow sufficient time to confirm the status of the request prior to enrolling in the course. Applications received after the start of class jeopardize consideration for reimbursement. In the event of extenuating circumstance, a written request for an extension must be received by Human Resources prior to the start of class. Requests for extensions will be considered on an individual basis. 9.1.3. Upon receipt of the application, Human Resources contacts the employee to confirm receipt. After verifying the documentation to determine eligibility, Human Resources sends a confirmation to the employee indicating 224
Attachment 4.17.b continued 9.2. Upon Course Completion 9.3. Payment acceptance or rejection of the application. Incomplete applications (missing signatures, acceptance letter, etc.) will be returned to employee for completion and resubmission prior to the start of class. 9.2.1. Within 60 days of course completion, employee submits to MGH Training & Workforce Development: employee copy of the tuition reimbursement form with the Request for Reimbursement section completed. A supervisor/department head signature is no longer required for reimbursement. copy of grade report and a receipt for tuition and laboratory fees paid. In the event of any extenuating circumstances, a request for a time extension for submitting the Request for Reimbursement must be received in writing by Human Resources within the 60-day period. Requests received after the 60-day period will not be considered. 9.3.1. Reimbursement checks are issued through the Payroll system the second and fourth pay period through direct deposit. 9.4. Other Financial Aid Resources 9.4.1. Contact Human Resources about other education related programs, grants and scholarships, which may offer additional financial assistance. Please contact your Human Resources generalist if you have a question about the tuition assistance policy. Last Revision: 2005 225
Attachment 4.17.c Jumpstarting careers with Partners in Career and Workforce Development April 13, 2007 In 2003, Patricia Myers was unemployed and applying for food stamps at an agency in Boston. As luck would have it, while there she noticed a flier publicizing a free, five-week job-training program with Partners HealthCare. The decision to apply to the Partners in Career and Workforce Development's (PCWD) Pre- Employment Program changed her life. Designed to provide low-income Boston residents with entry-level employment at one of three Partners hospitals, the Pre-Employment Program offers comprehensive job training, including classroom instruction and a hospital internship in a clerical or support staff position. PCWD provides case management, career coaching and job placement assistance and support after successful completion of the program. MGH managers and supervisors have the opportunity to play an important part in the program by serving as "workforce development champions." In this role, managers work with PCWD to provide full-time, unpaid, two-week internships for students who are exploring work areas of interest. Carlene Krey of the OR has been a workforce development champion since the program's inception in December 2003. "Managers who participate in the Pre- Employment Program work collaboratively with PCWD and receive a lot of support from Partners," she says. "Not only do we have the opportunity to serve the community by working with the students, but we also have the chance to see prospective employees in the workplace before making a hiring decision. All of the interns already have had CORI background checks and have met basic work requirements. The students work with a career coach so that if there are any issues that come up even after they are hired, they can receive whatever support they may need in order to fulfill their work requirements." Impressed by Myers' work ethic and skills, Krey offered her a position as a sterile processing technician shortly after she completed the program. "The PCWD program and the internship were wonderful experiences," Myers says. "Because I had the chance to work in the OR during the internship, I was confident that I wanted to jumpstart my career at the MGH. Carlene and the staff at PCWD have helped me in so many wonderful ways by arranging transportation and housing 226
Attachment 4.17.c continued and by offering a career coach. It's truly been a life-changing experience." Currently, more than 40 MGH managers serve as workforce development champions, and many MGH departments have hired PCWD graduates. "We encourage all managers and supervisors to consider becoming involved in the program," says Cynthia Briggs, PCWD director. "We recognize them for their important role in workforce development and are proud of the careers that they help to build." Briggs and Krey From left, Myers, Carlyene Prince-Erickson is the director of the MGH Employee Education and Leadership Development Program. Working closely with Briggs, she has created a robust career and workforce development program at the hospital. "At the MGH, 67 percent of the hospital's PCWD graduates are placed in departments such as the OR, Radiology and the MGH Registration and Referral Center. In addition, we have an 82 percent 90-day retention rate and a one-year retention rate of 70 percent. It's a great resource for individuals to land their first jobs in the health care field." For more information about becoming a workforce development champion, contact Dena Lerra at dlerra@partners.org or (617) 585-2811. Return to the April 13 table of contents 227