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[30 years rehabilitation preparatory courses and their role in the future exemplified by the Hamburg vocational promotion center].

Over the last 30 years, some 12,000 disabled people have participated in the pre-rehabilitation courses ("Rehabilitationsvorbereitungslehrgänge", RVL) offered by the Hamburg Vocational Training Centre (on average, some 75% of all rehabilitees have attended RVLs prior to their specific vocational retraining); 90% of them successfully, hence able to start their retraining as scheduled. In some 1000 rehabilitees, the original occupational objective was reconsidered at the end of the course, attributable in particular to the fact that less than 40% of participants had gone through vocational assessment/work trial measures beforehand. Over these years, some 1400 rehabilitees obtained their lower secondary school leaving certificate (Hauptschulabschluss). Data collected over the last six years revealed that legasthenic disorders have been present in an average 7% of all RVL participants (a total of 50 persons a year), problems which were dealt with through special remedial measures to the extent that the prerequistites for successful retraining were achieved. Over the decades of their existence, the effectiveness of RVLs in preparing for successful vocational rehabilitation has been unchallenged. It is in particular the action competencies acquired in this preparatory phase already, such as team functioning, communication and project work skills as well as coping with the disablement present, that are found to complement and enhance the technical, occupation-specific competencies acquired during the retraining, so that subsequent job application and placement in gainful employment will have far greater prospects of lasting success than had the RVL training been omitted.

Adult↗

Job reduction: downsizing or rightsizing?

The author describes institutional staff restructuring, considering traditional downsizing and a more strategically planned restructuring, "rightsizing", which seeks to achieve operational and financial objectives with considerably less trauma.

Communication↗

Outplacement--who needs it?

In this article, Sandra Naiman writes from the employer's point of view on why and how outplacement counseling should be provided to the terminated employee. She also describes what services should be provided and how to choose the right outplacement firm.

Employment↗

Hospital closure: maintaining staff morale.

Closing a large psychiatric hospital is a complex exercise, and one of the main tasks for management is to maintain staff numbers and staff morale during the run-down period, and to help staff find new and rewarding roles in the community based service. Alistair Bailey and Martin Barkley explain how this was tackled at Netherne Hospital.

England↗

Program helps residents make practice selection.

At the University of Massachusetts Medical Center, a curriculum for family practice residents has been developed to educate them about the aspects of various types of health care delivery systems. Christine Micklitsch, M.B.A., describes how the school accomplishes this curriculum through a process called "swings."

Career Choice↗

The final chapter. Sound management procedures facilitate a hospital's closure.

The closure of a healthcare institution affects employees, patients, and the community. When St. Mary's Health Center, Emporia, KS, closed in 1991, those who administered the closure followed a procedure that lessened the burden on all involved. Because of the health center's deteriorating financial picture, CSJ Health System of Wichita (of which St. Mary's was a member) decided to close the facility. Once the system's board of trustees and the ordinary of the Archdiocese of Kansas City, KS (in which Emporia is located), approved the closure, facility and system leaders planned the procedures for announcing the closure and helping employees and patients through the difficult times ahead. On announcement day the CSJ Health System president and St. Mary's chief executive officer met with department heads to inform them that no new patients would be accepted and to explain the dismissal and transfer processes. Department heads were also asked to tell those they supervised about the closure and about meetings for employees later that day. Counselors were available to help department heads and employees through that emotional day and during the weeks and months ahead. Employees received packets of information describing severance benefits. Human resources personnel sponsored a job fair at which many former employees found jobs. A closing ceremony was held at a local chapel. During the ceremony employees voiced their appreciation of the way in which the closure had been completed and the openness and supportiveness of the sisters, the system, and St. Mary's administrators.(ABSTRACT TRUNCATED AT 250 WORDS)

Bankruptcy↗

One of us?

Explore the source record for details and available documents.

Educational Measurement↗

Career planning and development.

The career planning process is often illustrated as the last step in an ever-changing work environment. The technical, professional, managerial, and interpersonal skills to successfully perform and succeed in this rapidly changing work environment are essential. There is a very real and immediate threat that many of the professional skills that we have learned yesterday and today will be obsolete and insufficient to cope with the inevitable changes in the future. While most professionals are aware of the very real threat of skill obsolescence, few take the opportunity to do definitive career planning regarding their future. The career planning process is designed to help individuals examine their careers; evaluate their training and educational needs; and develop some specific action plans to maintain, enhance, and reevaluate the relevance of their professional and managerial skills in a work environment that values rapid change and adaptation.

Career Mobility↗

Career development strategies for minorities.

Search consultants say they have difficulty identifying qualified minority candidates. Here are some suggestions for minority healthcare executives looking to advance their careers.

Career Mobility↗