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CVPM Certification > Blackwell Section 3 Human Resources > Flashcards

Blackwell Section 3 Human Resources Flashcards

1
Q

What information should be included in an employee benefits summary?

A

Wages, Insurance benefits, CE, license payment, paid time off, and employee discounts

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2
Q

What are the components of a successful employee bonus plan?

A
  1. Owner needs to be aware of areas of manipulation and have a structure to prevent this
  2. Timely and reliable data should be used to make sure the appropriate bonuses are paid out
  3. A thoughtful and upfront design
  4. Sensible and equitable individual bonus
  5. Proper administration
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3
Q

Gainsharing

A

A program through which employees are motivated to improve performance through involvement and participation

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 319). Wiley. Kindle Edition.

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4
Q

Open-book management

A

A practice whereby owners and/ or managers allow staff access to select financial data of the practice, such as gross revenues, in order to ascertain projected employee bonus calculations.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 319). Wiley. Kindle Edition.

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5
Q

What are the key steps in customizing a bonus plan?

A

1.Determine eligible staff members
2.Determine potential individual bonus awards 3.Assess whether both individual and/ or departmental bonus payments will be incorporated (ultrasound, pharmacy, radiology, reception, etc.)
4.Schedule bonus frequency (monthly, quarterly, annual payments, or a combination of all three.
5.Assess the method for bonus division (hours worked, departmental base pay, discretionary individual component, etc.).

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 320). Wiley. Kindle Edition.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 320). Wiley. Kindle Edition.

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6
Q

Simplified Employee Pension

A

Simplified Employee Pension

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 322). Wiley. Kindle Edition.

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7
Q

Benefits

A

Generally indirect and noncash compensation paid to an employee. Examples include health insurance, paid time off, and retirement plan contributions.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 324). Wiley. Kindle Edition.

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8
Q

Payroll

A

The amounts paid to employees as compensation for the services provided to the practice.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 324). Wiley. Kindle Edition.

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9
Q

Worker’s Compensation Programs

A

Are designed to protect employees who become ill or injured on the job
medical and rehabilitation costs, and replace wages during the period of recovery and rehabilitation. Additional benefits may also be available.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 325). Wiley. Kindle Edition.

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10
Q

Continuing Education

A

Also known as continuing professional development (CPD), the ongoing training of doctors and other team members through conferences, journals and texts, online programs, other live educational programs, and self-study courses.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 327). Wiley. Kindle Edition.

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11
Q

Employee pay requirements for CE

A

Practices that require CE for employees are required by federal law to pay for the time incurred in attending CE programs for all nonexempt employees. These hours must also be counted in overtime calculations.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 328). Wiley. Kindle Edition.

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12
Q

Employee Hiring Cycle

A
  1. Identify need for hire
    2.Determine skill level of personnel
    3.Write and review job description
    4.Determine where to source candidates from
    5.Develop a process for screening candidates
  2. Create an advertisement and where you would like it displayed
  3. Respond to candidates in a timely manner
    8.Evaluate candidates
  4. Make offer
    10 Create training program
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13
Q

Behavioral Interviewing

A

A job interviewing technique in which the applicant is asked to describe past behavior and experiences to help determine appropriateness for the current position.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 339). Wiley. Kindle Edition.

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14
Q

Impact

A

Impact is a measure of the results the candidate has achieved in the past and the result he or she is likely to achieve in the future.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 339). Wiley. Kindle Edition.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 339). Wiley. Kindle Edition.

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15
Q

Potential

A

Potential is a measure of the growth that an individual would be expected to experience and the increase in impact that an individual might be capable of over time.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 340). Wiley. Kindle Edition.

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16
Q

Mentor

A

An experienced individual within the organization who is assigned to help the new employee navigate the culture and flow of the workplace, as well as manage office personalities and professional relationships.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 345). Wiley. Kindle Edition.

17
Q

Onboarding

A

The process by which new employees are oriented to their role within their place of employment

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 345). Wiley. Kindle Edition.

18
Q

4 C’s of Onboarding

A

Individuals within the organization who contribute significantly to the integration of a new employee and set the stage for success.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 345). Wiley. Kindle Edition.

19
Q

Stakeholders

A

Individuals within the organization who contribute significantly to the integration of a new employee and set the stage for success.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 345). Wiley. Kindle Edition.

20
Q

EASE (facilitating new hire integration into practice

A

Encourage
Align
Solve
End Distractions

21
Q

What is a reasonable budget for training in a hospital?

A

%1-%2 of hospital’s gross income

22
Q

On The Job Training

A

Method of training that focuses on employees acquiring skills within the work environment under normal working conditions. Through OJT, team members acquire both general skills that they can transfer from one job to another and specific skills that are unique to a particular job. This form of training typically includes verbal and written instruction, demonstration and observation, as well as hands-on practice. In addition, the OJT process involves one employee – usually a supervisor or an experienced employee – passing knowledge and skills on to a novice employee.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 354). Wiley. Kindle Edition.

23
Q

Structured On The Job Training

A

A form of OJT that is carefully defined based upon the needs of the business and structured to mirror and support the career path of employees. Structured OJT employs formal materials to support the learning process.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 354). Wiley. Kindle Edition.

24
Q

Job

A

A task or series of tasks that are performed to accomplish one’s occupation. It is basically a specific piece of work. Examples of jobs include cleaning a cage, answering a phone, cleaning teeth, sterilizing a pack, filing charts, creating an invoice, and so on.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 357). Wiley. Kindle Edition.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 357). Wiley. Kindle Edition.

25
Q

Responsibility

A

The obligation or duty that conveys a commitment to the ultimate success of the business. Responsibilities are the results of the job, not a listing of tasks that one performs. For example, a task would be cleaning the cage, and the responsibility would be to ensure cleanliness and freedom from infectious or contagious disease to the next occupant.

Ackerman, Lowell. Blackwell’s Five-Minute Veterinary Practice Management Consult (Blackwell’s Five-Minute Veterinary Consult) (p. 357). Wiley. Kindle Edition.

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