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Methodist Fremont Health
Fremont, NE, United States
15 days ago
Nebraska Medicine
Omaha, NE, US
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Omaha, NE, US
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Methodist Fremont Health
Fremont, Nebraska, United States
15 days ago

Description

  • Purpose of Job
    • The Director of Laboratory is responsible for the strategic vision and administrative oversight of the Laboratory. Ensures compliance with regulatory and licensure agencies, staff competency, and continuing education requirements. Provides leadership, coaching, and development to department personnel. Works in collaboration with, and as part of, the organization’s leadership team. Additional responsibilities include administrative, financial, strategic planning, clinical, human resources to include hiring and coaching for performance, safety and quality improvement activities specific to the Laboratory and the larger organization as appropriate.

  • Job Requirements
    • Education
      • Bachelor's degree (e.g., Bachelor's of Arts (BA), Bachelor's of Science (BS)) required.
      • Master's degree (e.g., Master's of Arts (MA), Master's of Science (MS), Master's of Business Administration (MBA), Masters of Science in Nursing (MSN), Master's of Social Work (MSW)) preferred.
    • Experience
      • Significant and relevant accomplishments in one or more of the areas of responsibility that will fully meet the defined responsibilities required.
      • Broad knowledge of hospital operations required.
      • Progressive leadership roles with at least 5 years at a manager or higher level in a laboratory setting required.
      • Demonstrated change management experience with the ability to facilitate laboratory groups and work at grass roots to executive levels required.
      • Demonstrated track record in leading through collaboration, partnering, mentoring, listening and leading by positive example required.
      • Seven to ten years relevant experience overall and five years or more in a leadership role in laboratory services preferred.
      • Experience in developing, initiating and/or expanding services within or comparable to the defined areas of responsibility preferred.
      • Membership including active participation in professional organizations related to the profession preferred.
    • License/Certifications
      • Medical Laboratory Scientist (MLS), Clinical Laboratory Scientist (CLS) or Medical Technologist (MT) through the American Society for Clinical Pathology (ASCP) required.
    • Skills/Knowledge/Abilities
      • Politically savvy in a healthcare environment.
      • Public speaking experience.
      • Volunteerism in the community and professional organization.
  • Physical Requirements
    • Weight Demands
    • Physical Activity
      • Sitting, seeing, hearing and lifting of general office materials.
      • Completing paperwork using computers, printers.
      • Stooping, standing, bending, stacking, storing, or retrieving supplies or equipment.
      • May require occasional domestic travel.
      • Regularly involve speaking to patients/clients.
      • Lifting 10 pounds maximum and occasional lifting or carrying items weighing less than 10 pounds.
    • Job Hazards
    • Environment

      Works in an indoor office environment.

  • Essential Job Functions
    • Essential Functions I

      • Service- Oversees service delivery to ensure a high level of customer satisfaction. Plans for and implements high quality customer service. Evaluates service and customer satisfaction. Builds trust, rapport with patients, physicians, other MFH departments. Anticipates and resolves patient and physician service issues.
        • Customer Service- Consistently conveys that customers are our highest priority. Respects customer needs and expectations and lets customers know if their expectations cannot be met. Follows standards of behavior in providing customer service and communicating with others. Refrains from complaining about (or speaking negatively about) customer behavior or expectations. Communicates in a manner that promotes and sustains customer satisfaction and encourages others to do the same. Achieves these outcomes by ensuring that customer needs and deadlines are realistic and that they are met. Publicly recognizes those who deliver excellent customer service. This is markedly different than those who speak unkindly about customers, fail to inform customers about any realistic expectations, complain about customer expectations, and fail to recognize or reward those who think and behave otherwise.


      • Quality/Operations- Oversees department operations to provide/support quality medical care. Establishes objectives, policies. Tracks, monitors operating standards. Evaluates, improves department operations. Creates, implements business plans.
        • Continuous Process Improvement- Finds it unacceptable when patient and/or customer outcome could be improved. Takes personal responsibility for maintaining and upgrading own knowledge, skills and abilities to ensure that service delivery is safe, efficient and effective. Strives to stay abreast of new approaches to their role in healthcare. Demonstrates full commitment to quality improvement initiatives by taking an active role, being a positive role model and by encouraging other to be equally committed and accountable. Is proactive in calling attention to service delivery deficiencies or opportunities and offers concrete suggestions for improving processes and system that affect quality of care and productivity. This is in contrast to when there is resistance to looking at making changes to processes to improve quality or customer service or there is little understanding of the differences in errors caused by process failures and employee negligence and a failure to suggest or participate in seeking better processes.

        • Process Improvement and Change Management- Proactively assesses the need for change. Leadership Team members see to it that appropriate resources are available to facilitate changes, consider factors that will support or hinder change initiatives, enthusiastically promote change in terms of the expected benefits, as well as remove or lower the impact of potential obstacles. Management Team members enthusiastically promote change and remove or lower the impact of obstacles and/or use informal influence to remove or lower obstacles. This is clearly different from those who tend to react to change and do so in a manner that reduces the probability that change will be successful. Examples of behavior on this end of the continuum include failing to allocate appropriate resources, creating obstacles to change, and tending to put more energy and effort level into resisting change or bypassing Methodist Fremont Health's process improvement model.

      • People- Oversees Human Resources to support department operations. Hires, evaluates, disciplines, discharges staff. Addresses employee relation issues. Evaluates staff turnover. Oversees department training and orientation. Informs staff and other MFH employees of pertinent information to ensure effective organizational communications. Informs peers, subordinates of organizational, departmental goals, and priorities. Communicates changes directly affecting other's functions and responsibilities. Gathers and communicates staff feedback to Senior Management.

      • People Responsibilities Performance Measures
        • Performance Management (Leadership Role with Direct Supervision of Staff)- Ensures that performance appraisals are fair, objective and timely, as measured by completion on or before the due dates. When rating performance, considers each employees role and experience along with any circumstances that affected performance. Rates on the basis of fair and realistic expectations regarding both results expected and competencies demonstrated. Understands the competencies required by those being assessed and can describe gaps in clear and effective manner. Ensures that feedback is ongoing and that appraisal documentation is submitted for review for review on time. This compares favorably to being unclear or unrealistic, failing to provide ongoing feedback, being unable to explain the connection between competencies and results, demonstrating bias in ratings or written documentation, or failing to complete documentation or meetings in a timely manner.

        • Recognition and Rewards- Recognizes and rewards team members, coworkers, and other staff in a manner that demonstrates appreciation, fairness, and a desire to fit the reward to the identified person. When possible, customizes rewards and recognition to fit the needs of the person being recognized. Does not assume that a particular reward or effort to recognize someone will have the same effect for everyone. Uses both public and private (one-on-one) praise and recognition. Uses sound judgment on when to reward employees so that this is neither a rare event nor done so often that it diminishes the meaning and impact. This is in contrast to leaders who underuse or overuse praise and rewards, demonstrate biases and favoritism through inconsistent use or make no effort to fit the reward to the needs of the person involved.
        • Staff Development- Ensure that staff members get a sufficient amount of orientation, training and developmental opportunities to maximize their chances of being successful in their assignments. Views training and development as an investment in employees and uses mentoring, cross-functional assignments, job rotation or other on-the-job learning opportunities to enhance the depth and breadth of skills and experience. Also encourages self development activities. This is in contrast to those who provide little or no orientation to the organization, view training as an expense and something to be rationed on a selective basis, and tend to focus almost entirely on today’s needs and demands instead of ensuring that they and their employees are being prepared for tomorrow’s challenges.


      • Stewardship- Oversees financial performance to assure an efficient, cost-effective department. Plans, prepares financial budgets. Forecasts revenue and estimates expenses. Monitors budget reports. Measures evaluates department productivity.
        • Budgeting- Creates and/or adheres to realistic operational and capital budgets in a manner that helps achieve the organization’s objectives. Tracks or consciously compares expenses against the budget frequently enough to make or suggest adjustments at the optimum time. Communicates budget concerns and adjustments to all appropriate stakeholders so that they can adapt their plans and expectations. Responds timely to financial alert requests to explain possible variances. This contrasts with the behavior of individuals who either fail to create budget or fail to stick to them; who let too much time go by before comparing actual expenses to budget projections; and/or who neglect to notify important stakeholders about budget concerns or adjustments. Such individuals frequently allow expenses to spin out of control or do not realize the impact of their efforts at their level within the organization.

        • Productivity- Meets or exceeds productivity standards that have been established for his or her organizational level or position. These may include labor productivity, other operational expense and revenue standards. Has successfully combined skills, ability and effort levels to ensure that expectations related to results/output are achieved. This is in contrast to those individuals who fail to meet standards due to a shortfall in essential skills, ability or the level of energy/effort required.
        • Resource Management- Gets the most out of facilities, equipment, materials, supplies, and resource budgets. Ensures that financial and material resources are used effectively and efficiently and that appropriate steps are taken to minimize theft, damage or equipment breakdown. Leverages all resources to maximize utility and return on investment (ROI).



Job Information

  • Job ID: 63932279
  • Location:
    Fremont, Nebraska, United States
  • Position Title: Director of Laboratory
  • Company Name For Job: Methodist Fremont Health
  • Discipline: Allied Health
  • Job Function: Lab Director/Assistant Director
  • Work Setting: Hospital
  • Job Type: Full-Time
  • Job Duration: Indefinite
  • Min Education: BA/BS/Undergraduate
  • Min Experience: 5-7 Years
  • Required Travel: 0-10%

Please refer to the company's website or job descriptions to learn more about them.

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