Salus is the holding company which owns health, education and elderly care businesses in Mexico, it employs 257 people and has revenue of $1.6m.
In an effort to help women from low socio-economic backgrounds gain meaningful employment, Salus founded Instituto Salus, a nursing and healthcare college situated in a low-income community. To match trained staff with medical services sold by its service providers, Salus has created its own job placement app to help increase efficiency in service delivery.
1. Briefly describe the organisation giving number of facilities, staff, revenue numbers.
Salus is the holding company of the following integrated enterprises with highly replicable models in the health education and elderly care sectors in Mexico: Vive+, founded in 2011, is an innovative home healthcare company currently serving over 1000 families each month with a talented team of 800+ employed caregivers empowered by a proprietary technological platform developed to optimize operations by connecting the right caregiver with families at their homes. Meridia, founded in 2013, is a first-of-its-kind concept of memory day care centers in Mexico that provides a comprehensive program of person-centered opportunities and health services within a social environment that increases the quality of life for the elderly and their care partners, while maintaining independence and the virtue of living in their own home. Instituto Salus, founded in 2015, is the newest member of the Salus family with the purpose of providing unprecedented access to affordable, nearby nursing and elderly care education, empowering women from disadvantaged neighborhoods to attain purposeful and well-remunerated jobs.
Salus Holding currently has 1 Memory Clinic with Adult Day Center (+2 in construction); 1 Corporate Office that also operates Homecare; 1 Nursing School campus (+1 in construction) + virtual/online; Staff – 257; Total Revenue 2017 $31 Million Mxp ($1.6Million USD)
2. Please briefly describe the medical service, which the organisation is delivering in where there has been HR innovation
Salus’ HR innovations have improved the business of each of their seven medical service offerings. Salus provides geriatric health care through
2. Physical Rehabilitation
3. Cognitive Training
4. Medication Administration
6. Adult Day Health Services
7. Geriatric Care Management
3. Please describe the HR changes the organisation has made which have led to better services.
There are likely to have been several changes to practice. This could include a transfer of processes from, say, doctors to nurses, which cuts costs and saves time. It could be a cultural change programme, which dramatically improved patient or resident care or treatment. Or it could be a training programme that led to big skill improvements. Please list the changes separately.
Change 1 : Created a nursing and healthcare college in a low SES community (where a majority of the workforce lives) with an education model focused on improving healthcare delivery skills and income potential.
Change 2 : Created a proprietary job placement App to hire and match the workforce of Salus with sold medical services improving the rate of hire and efficiency in service delivery.
4. When did the HR changes start affecting service delivery?
Month : July
Year : 2017
5. What are the main key performance indicators? How does the organisation measure the success of the project?
1. Client Retention (#months)
2. Client Satisfaction (Star Rating)
3. Employee Satisfaction (Star Rating)
4. Employee Success Performance (Goals Reached)
5. Employee Salaries
6. Total Sales
7. Average Services per Family
8. Sales Aquisition Percentage
9. # Health Incidences
10. Rate of Hire
11. Rate of Service Delivery Start