, Corbin, KY

June 2, 2011

Equivalent of 117 let go at Corbin hospital

Part of Baptist Regional Medical Center’s workforce reduction

The Times-Tribune

CORBIN — By Carl Keith Greene/Staff Writer

The equivalent of 59 full-time employees were notified Monday that they were part of Baptist Regional Medical Center’s reduction in workforce.

The total workforce reduction at the hospital, which began April 1, turned out to be the equivalent of 117 workers.

John Henson, president of the hospital, said yesterday that when the reduction plan got underway the hospital aimed to replace 100 full-time equivalents.

Henson didn’t indicate the actual number of employees either volunteering to leave or being asked to leave. Some of them were full-time and others part-time, making the total of actual employees more than the number of equivalent full-time positions.

The employees who made up the 59 equivalent workers will begin at about 10 a.m. today to work with “various and sundry people,” offering assistance.

There will be three of those assisting the employees from the hospital’s human resources staff and two from corporate headquarters.

“In 30-minute sessions, they will be given information about their package as they leave, such as how much money they get as part of severance from the hospital and ongoing issues like insurance,” Henson said.

The session will be held at the Corbin Center for Technology and Community Activities.

Henson said representatives from the Kentucky employment service will also be at the center to discuss unemployment benefits and to help the displaced workers look for other positions as well.

“The rest of those who have already chosen to leave the hospital’s work force, about 58 full-time equivalent workers, either resigned to go to other positions, volunteered so they could go back to school, volunteered because they were ready to retire anyway, and for other reasons,” Henson said.

The staff is down to about 960, he said.

“We’ve identified some additional positions that possibly in the future we can reduce, but, those would have to be done by reengineering and we would have to do some redesign work to make those fit. Those would be by attrition.”

Henson added that the hospital staff has been working on some initiatives to reduce cost and increase revenue.

“A lot of that includes recruiting new physicians. We’ve made an application for a certificate of need to do primary angioplasty, which is placing the stints and so forth. There are a lot of things we are working on the cost as well. We’re just trying to bring it all together.”