HR Flashcards
1
Q
What are the federal retention laws for applicant documents such as resumes and employment applications?
A
One year from filling the position, unless you suspect applicant is over 40 years of age, then it is recommended to keep records 2 years.
2
Q
List the four elements necessary to hold working interviews.
A
- Must be on payroll.
- Must be eligible to work in U.S.
- Must be paid at least minimum wage.
- Must be covered under workers compensation
3
Q
Veterinary Staff Ratio, Veterinary Production, Team Member Production, and Staff Payroll Percentages are 4 of the Key Factors involved in considering when to hire, what is the 5th Key Factor?
A
Hospital work flow
4
Q
_________ refers to the degree to which the test actually measures what it claims to measure.
A
Validity
5
Q
A pre-adverse action letter should be used when?
A
When considering not hiring a candidate due to details revealed in a pre-employment background check.
6
Q
When it comes to enhancing employee productivity, which of the below answers is NOT one of the suggestions.
a. Engage and Empower.
b. Personal Focus.
c. Accountability and Acceptance
d. Performance Standards
A
c. Accountability and Acceptance
7
Q
When it comes to Individual Development Plans; what are the three main details that should be addressed?
A
Development, Training, Career Management.
8
Q
On-board with EASE stands for Encouragement, Align, Solve, and ________.
A
End
9
Q
A doctor is using 2 exam rooms simultaneously for appointments, what type of scheduling is this considered?
A
High Density
10
Q
Regarding the practice client schedule; what is the definition of an emergency?
A
Where no doctor is immediately available and one must be pulled from another client
11
Q
Your practice has decided that they want clients to bond with the entire practice, what are the risks associated with that Bonding Philosophy (multiple Choice)?
a. The clients may not like all the doctors
b. Lack of continuity of patient care.
c. Doctors find it an unrewarding way to practice.
A
a. The clients may not like all the doctors
b. Lack of continuity of patient care.
12
Q
When empowering a team member, it is important to define the task/tasks with clarity. Which part of the SMART System will do that?
A
Specific
13
Q
When it comes to management of daily work assignments ______________ and ___________ are the keys to a successful veterinary practice.
A
Delegation and Empowerment
14
Q
The Benefits of Cross-Training include (Multiple choice);
a. Employee knowledge of the practice as a whole, and the roles of others in the practice, grows.
b. When team members are ill or absent, client service and wait times do not have to decline.
c. Places another level of employee accountability into the system, helping to reduce the occurrence of fraud and theft.
A
All of the Above
15
Q
FIT is how a candidate will complement the culture, and POTENTIAL is the measure of growth the new hire would be expected to experience. Define IMPACT.
A
Impact – is the measure of results the candidate has achieved in the past and is likely to achieve in the future.
16
Q
As it relates to interviewing candidates, what are the benefits of the use of a rating scale?
A
A Rating Scale can be helpful when hiring because it is challenging to compare candidates equally and consistently, especially if there are multiple members of the management team interviewing candidates for the same position.
17
Q
What are Phase Training lists and what are four benefits of using them?
A
Outlines the progressive steps in the training for a specific position within the practice.
- Helps insure team members are trained properly
- Aids in titrating information/instruction to the employee to avoid overloading them early in the process.
- Provides a resource for training preparation for the trainer.
- Provides reference and review material for the new employee and phase Training can accommodate a new employee that already has some experience.
18
Q
Information revealed in the background checks can be helpful with hiring decisions and should be conducted on all candidates who make it to the final hiring pool to choose from. True or false?
A
False – Background checks should only be made after a contingent employment offer has been made.
19
Q
What is a reasonable budget to spend on training annually?
A
1-2% of annual revenue of the practice.
20
Q
New employees must have immediate knowledge of what 5 safety details?
A
- Location of the first aid kit/s, eye wash stations and exits.
- Location of all personal protective equipment, and instructions on proper use prior to first use.
- Location of all mandatory posters.
- Location of the hospital Safety Manual.
- Copies of all applicable OSHA standards
21
Q
List the 3 most common reasons a staff member leaves a practice
A
- Lack of positive feedback.
- Lack of training opportunities.
- Failure of management to include them in the larger strategic vision of the practice
22
Q
Name 4 elements of enhancing employee productivity
A
- Shared Purpose
- Tools to do the job.
- Standard operating procedures.
- Performance Standards.
- Engage and Empower
- Recognize and Reward.
- Physical fitness.
- Personal focus.
- Team focus.
23
Q
The ____________ and ______________ of the practice help define the core competencies that should be expected of employees.
A
Mission and Values
24
Q
Why are core competencies important in staff development?
A
Because they can be tiered to beginner, intermediate and expert and because they can be considered in terms of reward based compensation
25
Name at least 4 of the 10 elements that should be considered in virtual team training
```
1 – Put your training on a diet.
2 – Gain attention from the start
3 – Establish Relevance
4 – Present information with a twist
5 – Ask compelling questions
6 – Conduct realistic demonstrations
7 – Provoke discussion
8 – Employ interactive activities
9 – End with a bang
10 – Prepare, prepare, prepare
```
26
In the 70/20/10 Learning and Development Model; define the elements involved.
1. 70% of learning within an organization should come from on the job training.
2. 20% from coaching and mentoring.
3. 10% from actual courses, lectures, and formal training.
27
An effective appointment system should have what two goals?
1. To eliminate client wait time.
2. To maximize the efficiency of the doctors, the support staff and the facility by minimizing downtime between clients or patient procedures.
28
In the example of Dense Scheduling in Practice Made Perfect; list the breakdown of the three 5 minute sections for a 15 minute annual wellness appointment (goal of the 1st five minutes, 2nd five minutes, etc.)
1. The first five minutes is the technician check in period for patient history and vitals.
2. The doctor is present for the next five minutes to perform the physical exam, answer questions, gather information and discuss preventative care.
3. In the remaining five minutes the technician and/or doctor may collect lab samples, fill prescriptions or vaccinate.
29
What are three ways to try to avoid appointment problems with clients
1. Appointment cards should always be given to clients who make the appointment while in the clinic.
2. Proper hospital protocols that prepare the team for unexpected appointment challenges.
3. Advanced reminders within 24 hours of the appointment is considered best practice.
30
Name five of the nine details to consider regarding appointment scheduling criteria for making appointment schedules.
1. The number of doctors available during any particular period.
2. The relative efficiency of the doctors.
3. The time allotted to each appointment.
4. The number of patients presented by each client.
5. Types of cases seen.
6. The number of exam or consult rooms.
7. The hours of hospital operation, including the hours for scheduled and nonscheduled activities.
8. Favored client times for veterinary care.
9. Veterinary technician appointments.
31
An unusual number of established clients arriving early or late to the appointment may be a sign of what?
Ongoing appointment scheduling and time management problems at your hospital.
32
When it comes to staff scheduling __________ is one of the most desired employee benefits; therefore it is an important component in staff morale, productivity and retention.
Flexibility.
33
Name and define the five potential employee scheduling options
1. Rotating Schedule: the staff, their duties and shifts rotate.
2. Hybrid Schedule: a mix of fixed and variable days. Example: fixed weekdays with rotating weekends.
3. Skill Based Scheduling: based on the known skill set of the employee and the needs of the practice. The greater the skill set the employee develops, the more flexible their scheduling options.
4. Split Scheduling: when an employee works for more than one business unit within a single workday. Example: a technician works in the surgical practice from 9:00 am to 2:00pm and then moves into the outpatient practice from 3:00pm to 8:00pm.
5. Per Diem: scheduled one day at a time as needed by the practice. This is most common among relief veterinarians.
34
Ultimately the _____________ is responsible for the efficiency, function and flow of the practice.
Manager
35
When it comes to managing daily work assignments; what does SMART stand for and what are the definitions?
a. Specific – define the task. Why is it important and what are the expected outcomes.
b. Measurable – how is the task going to be measured in terms of progress or completion?
c. Agreed - both parties agree on the importance of the task and how the results will be achieved. What resources will be needed to achieve these results?
d. Realistic - the task being delegated and the goals being sought are realistic with the time constraints that are in place.
e. Time Bound – how and when will the results be expected? Create check-in points on the calendar. A check-in point prevents micro-management and keeps lines of communication open.
36
True or False –Staff meetings are a good way to create team bonding and introduce new policies or products, but they rarely show a financial return on investment.
False – Well done staff meetings raise practice benchmarks, thereby providing for total quality management, increased profits and improved compliance with staff recommendations and client acceptance.
37
What are some ways to engage team members at a staff meeting? (Multiple choice)?
a. Publicly praise work well done and celebrate successes
b. Do not allow meetings to turn into gripe sessions
c. Share important information, changes and progress towards goals so that people want to be at the meeting and not miss out on the announcements
d. Learning games or ice breaker exercises
All of the Above
38
Training meetings should be 20 – 40 minutes long for attendees to remain engaged.
a. True
b. False
False
39
Employee Performance Reviews should include (multiple choice);
a. Conversations about wage and compensation structure.
b. Clarity about goals and direction
c. Addressing team member accomplishments
d. Address concerns over policy and procedures
b. Clarity about goals and direction
c. Addressing team member accomplishments
d. Address concerns over policy and procedures
40
One potential employee performance review pitfall is _____________.
a. Managements pre-conceived ideas or expectations.
b. Measuring the trivial.
c. Not giving the employee all the time they need to discuss their concerns.
b. Measuring the trivial.
41
Which element below is NOT included in the A B C D E F Formula?
a. Accountability
b. Decision Confirmed
c. Consequences
a. Accountability
42
Avoidance of the other person(s), personal attacks, hurtful gossip, barbed humor and lack of cooperation are all potential symptoms of what dynamic within your practice?
a. Vague guidelines/policies regarding conflict resolution.
b. Symptoms of conflict within the practice.
c. Lack of accountability and leadership.
b. Symptoms of conflict within the practice
43
What are the top 3 that cause conflict in the workplace environment?
a. Gossip, lack of training, lack of communication.
b. Lack of diversity, lack of training, lack of accountability.
c. Lack of communication, lack of training, lack of accountability.
a. Gossip, lack of training, lack of communication.
44
After meeting with two team members who are experiencing conflict and you have told them that you have confidence in them to find a solution, how much time do you give the before you meet again to hear their solution ?
a. One week.
b. One or two days.
c. By the end of the day.
b. One or two days.
45
In what type of employment relationship can an employee only be disciplined or terminated for a sufficient reason (some examples are misconduct, negligence or theft)?
a. Justified action.
b. Just grounds.
c. Just cause.
c. Just cause.
46
Do not misrepresent the qualifications or character of a former employee if you have knowledge of that employee’s propensity for violence, or illegal behavior in order to avoid liability claims of _______________.
a. Negligent referral.
b. Derelict referral.
c. Adverse referral.
a. Negligent referral.
47
An employment contract that details a specific length of employment is an exception to At Will employment. True or False?
True
48
What are the responsibilities in the role of the facilitator in a staff meeting?
1. Starting and ending the meeting on time.
2. Controlling topics.
3. Preventing negativity from overcoming the team.
4. Prioritizing topics.
5. Tactfully preventing a team member from dominating the meeting.
All of the Above
49
It is vital that staff meetings stay on track, and __________________ can help facilitate this.
Agendas
50
List five of the seven ways to engage employees during a staff meeting.
1. Using visual aids
2. Tasteful appropriate humor
3. Publicly praise work well done and celebrate successes
4. Do not allow meetings to turn into gripe sessions
5. Share important information, changes and progress towards goals so that people want to be at the meeting and not miss out on the announcements
6. Request/require team members to present topics
7. Learning games or ice breaker exercises
51
What details should be included in meeting minutes?
1. Record decisions and assignments.
2. Designate responsible parties.
3. Record the deadline agreed upon during the meeting.
4. Who was present
5. What topics, if any, will be revisited at the next meeting?
52
What is the best way to end a staff meeting?
On a positive note.
53
List four of the six elements that should be included in an employee performance review.
1. Conversation about mission, vision, and values of the practice
2. Clarity about goals and direction
3. Addressing team member accomplishments
4. Address concerns over policy and procedures
5. Address potential conflict with team members or management
6. Address any lapses in standards or judgement (many times these conversations should happen in the moment and not wait for a performance review)
54
Employee performance reviews should be developed from the ________ _________.
Job Description
55
What renders an employee performance review useless?
Lack of clear performance expectations in the job description because without them team members cannot be held accountable.
56
What are the three most common types of employee performance reviews?
1. 360 Peer Review
2. Self-Review
3. Job Satisfaction Survey
57
What are the four disciplines necessary for an effective employee review?
1. Hold all employees accountable for their local performance outcomes.
2. Teach all employees to identify, deploy and develop their strengths.
3. Align all performance appraisals and review systems around identifying, deploying and developing employee strengths.
4. Design and build each role to create world class performers in the role.
58
The most successful employee performance review programs typically combine what four elements?
1. Regular informal feedback from supervisors.
2. Performance goals that are set by the employee and the supervisor.
3. Action plans to address performance or disciplinary problems.
4. Formal reviews that document the “Big Picture”.
59
List five of the nine potential pitfalls regarding employee reviews.
1. Spending more time on performance review than performance planning. More time should be spent preventing performance problems
2. Be careful comparing employees.
3. Forgetting the review is about performance and not blame.
4. Stopping reviews when pay is no longer tied to the review.
5. Believing the manager is in a position to accurately assess team members.
6. Cancelling or postponing reviews.
7. Measuring the trivial.
8. Surprising a team member during the review.
9. Thinking all employees and all jobs should be assessed the same way.
60
A practice without conflicts could indicate what type of practice dynamic, and what are potential negative side effects of those dynamics?
a. Staff members may be afraid to speak up. The practice culture is one where team members are trained to do what they are told. The team all thinks so much alike that there is little creative tension to promote innovation or change.
b. This type of environment can sap the team’s enthusiasm and initiative. It can also encourage passive resistance because open conflict and difference of opinions isn’t tolerated.
61
What are the potential risks of delaying a discussion once an issue is known?
a. May result in additional conflict.
| b. May be interpreted that management is not interested in the problem.
62
What is the four step method for successful intervention regarding conflict management?
1 - Confront The Behavior – call the 2 employees into your office (if 2 departments, call in the supervisors), explain that their behavior isn’t acceptable and that you expect them to turn it around.
2 - Talk It Out – explain that they are professionals and you expect them to listen to one another and work out a solution. Parties take turns talking and listening without interrupting, which should begin to discover solutions.
3 - Hold Team Members Accountable For Solutions – once they have heard each other out, tell them you have confidence in them to find a solution, and give them 1 or 2 days and meet again to hear their solution.
4 - Follow-up and Feedback – hold short, weekly check-ins where you ask each team member in front of the other how things are going. Gradually phase out the meetings as the conflict resolves, and compliment them when you see evidence of cooperation.
63
Define At-Will Employment
a. Form of employment in which the employee is serving the employer at the will of both parties. This allows the employer to terminate its employees with or without cause.
64
Define the ideal witness to a termination.
The same gender, and in a supervisory position, not a direct peer of the employee being terminated.
65
What is the suggested protocol for an employee who is performing poorly due to a short term personal life stressor?
They should be advised that it is unsatisfactory, and that if not for these problems, they would be terminated, but will be given the opportunity to improve once the short term problems are resolved. Re-evaluate at that time
66
Name 4 express exceptions to At-Will employment.
a. Collective bargaining agreements.
b. Specific contracts that indicate a specific length of employment.
c. Dismissals based on race, sex, color, national origin, or religion, prohibited by Title VII of The Civil Rights Act.
d. Dismissal because of pregnancy, prohibited by the Pregnancy Discrimination Act.
e. Dismissal based on age if over 40, prohibited by the Age Discrimination in Employment Act.
f. Dismissals because an employee refuses to work in a workplace they consider unsafe, or because they have exercised their rights under the Occupational Safety and Health Act.
g. Dismissal due to bankruptcy, prohibited by the Bankruptcy Reform Act.
h. Dismissal because of service on a federal jury, prohibited by federal law.
67
Which plans are a blend of Fee For Service and HMO medical plans. They do not require a visit to a primary care provider prior to visiting a specialist, although they do have a network of preferred providers and it is more costly to go outside that network.
a. Point of service plan.
b. Managed care plan.
c. Preferred provider organization plan.
c. Preferred provider organization plan.
68
Which addition to medical insurance is owned by the employer;
a. Health Savings Account or
b. Flexible Spending Account.
b. Flexible Spending Account.
69
The Patient Protection and Affordable Care Act requires employers with ____ or more employees to provide group medical insurance or receive a penalty.
a. 20 full time employees.
b. 50 full time employees
c. 50 total (part time/full time) employees.
b. 50 full time employees
70
Why are employee medical documents stored separately from their main personnel file?
a. While it is sometimes appropriate or necessary for a direct supervisor to see some personnel records, there is rarely a reason for them to see medical records.
b. The ADA and FMLA require that medical records be stored separately.
c. Both A & B
d. Neither A or B
c. Both A & B
71
Employee Wage Garnishment Orders and Credit Reports are to be filed;
a. With the payroll records.
b. With the main employment records.
c. Either location is acceptable.
d. Neither location is acceptable.
d. Neither location is acceptable.
72
Which entity or entities require employers to keep detailed payroll and benefits data? Access should be limited and ideally stored separately (Multiple Choice).
a. The Internal Revenue Code
b. Fair Labor Standards Act
c. Equal Employment Opportunity Commission.
d. All the above.
a. The Internal Revenue Code
| b. Fair Labor Standards Act
73
At the core of any safety plan or manual is the _____________ law.
a. OSHA Act
b. Workplace Safety and Health
c. Right to Know
c. Right to Know
74
A section on Chemotherapy should be included in every veterinary Health Safety Manual regardless of whether that practice performs chemotherapy. True or False?
a. True.
75
6) One way to begin to create an Operations and Procedure Manual is to refer to the _________ of the practice.
a. Job descriptions.
b. Tasks check lists.
c. Health safety manual.
a. Job descriptions.
76
Which plan enables employees to make their medical insurance premium payment before taxes are deducted from their paycheck, and can also mean substantial pretax savings for employers?
Section 125 Plans.
77
Regarding evaluating medical insurance plans; name at least four ingredients that should be included when creating a checklist to aid evaluation.
1. Basic type of plan (PPO, HMO, POS).
2. Details of coverage.
3. Size of the providers and related services and facilities within the network.
4. Cost to employer, employees, dependents, and deductibles and co-pays.
5. Employee eligibility.
6. Simplicity of administration.
78
What common veterinary employee benefit does the IRS require be reported as taxable, and what percent is the cut off for not reporting it?
The employee pet health discount policy that discounts services at greater than 20%. All discounts after 20% need to be reported as taxable.
79
Name at least five documents that should be in a personnel file.
1. Employment application, resume, interview notes, background checks.
2. Job description.
3. Offer of employment letter.
4. Performance evaluations, education, and training.
5. Disciplinary documents.
6. Emergency contact information.
7. Tax withholding forms (W-2)
8. Copy of degrees, diplomas, certifications.
9. Contracts, agreements, non-compete agreements.
10. Employee action forms such as change of wage, position, and department.
11. Leave of absence and attendance records (except FMLA).
80
What one personnel file document should be stored away in a separate file of other similar documents?
I-9
81
Name at least four documents that might be found in an employee medical personnel file.
1. Health and life insurance forms.
2. Physician notes, return to work notice, limited duties notice or accommodations.
3. Insurance or workers compensation claims.
4. Physical exam results.
5. Family And Medical Leave Act documentation.
82
What element of a job description can help you avoid hiring someone who is unable to perform essential duties of the position?
Listing what is considered an impediment to satisfactory performance such as being afraid of aggressive pets.
83
What specifics should be included in the accountability section of a job description?
a. Where does this position reside in the hierarchy of the practice?
b. Who do they report to?
c. Who evaluates their performance?
d. How much authority does this position have?
84
Job descriptions are required by federal law – True or False?
a. False
85
How often should job descriptions be evaluated for accuracy, and what changes to the practice might indicate an update is necessary?
Job descriptions should be evaluated for accuracy annually (more often in the case of staff reduction or growth)
86
What three purposes do hospital manuals serve?
1. A reference tool for standards of care and practice guidelines.
2. Training and instructional tool.
3. They define a standard to which employees can be held accountable to reach.
87
Which of the ten subjects below is not considered a common element in an Employee Manual?
1. Practice Mission, Vision and Values.
2. Laws of importance (ADA, EEOC, FMLA, sexual harassment policy, pregnancy safety and confidentiality.
3. Define full-time Vs Part-time employees.
4. An Organizational Chart showing the proper hierarchy of the practice.
5. Employment policies - too numerous to list in entirety, but examples include;
6. Compensation; over-time, personnel records, payroll schedule.
7. Benefits offered.
8. Non-compete agreement.
9. Jury Duty.
10. Training procedures.
4. An Organizational Chart showing the proper hierarchy of the practice.
88
Explain the difference between the Hospital Operations and Procedure Manual and the Employee Policies, Procedures, and Guidelines Manual.
Hospital Operations and Procedure Manual is a comprehensive text that details every aspect of specifically how you want work to be done. An Employee Policies, Procedures, and Guidelines Manual details clarity and purpose to the practice mission and values, and also details expectations, compensation & benefits, legal disclaimers and other details surrounding employee specific policy and procedures.
89
Where is it recommended to keep the Hospital Safety Manual?
A central location.
90
Emotional intelligence is often described by five levels of competence in which to focus personal improvement.
What are those five levels?
* Self-Awareness
* Self-Control
* Self-Motivation
* Empathy
* Effective Management of relationships
91
What are the 12 Cs for team building?
1. Clear Expectations
2. Context
3. Commitment
4. Competence
5. Charter
6. Control
7. Collaboration
8. Communication
9. Creative Innovation
10. Consequences
11. Coordination
12. Cultural Change
92
David Pink defines motivation as "the desire to do things because they matter". However, three elements must exist for intrinsic motivation to occur. What are they?
1. Autonomy
2. Mastery
3. Purpose
When these three factors occur in tandem, intrinsic motivation occurs. Intrinsic motivation fosters increased performance, job satisfaction, and employee engagement
93
Whether an individual is classified as an employee or an independent contractor is an important factor in determining the responsibilities of your practice under a variety of acts and regulations, and one of those is the Fair Labor and Standards Act. One test the FLSA may use in determining an employee from an independent contractor is called the Economic-Realities Test. The Economic Realities Test turns on whether the individual is economically dependent on the business for which it renders service.
What six factors are generally considered by the courts in applying the Economic-Realities Test under the FLSA?
Six factors are generally considered by the courts in applying the economic-realities test under the FLSA:
1. The degree of control exercised by the practice over the individual’s work performance (control over work hours, appointments and assignments, priority of work, hourly payment arrangement).
2. The extent of the relative investments by the practice and the individual in equipment and supplies used (for example, drugs and medical supplies).
3. The individual’s opportunity for profit and loss through managerial skill (if the practice provides the opportunities and bears the risk of profit and loss, it is more likely that the individual is an employee).
4. The skill and initiative required by the work. Lower skill requirements weight toward employee status, but this does not necessarily mean that more skilled individuals, such as veterinarians, will qualify as independent contractors.
5. The permanence of the relationship. Longer work relationships imply employee status, especially when the nature of the work assignments does not vary much.
6. The extent to which the worker’s services are an integral part of the practice.
94
Define the CRAFT formula for compliance.
```
C = R + A + FT
C=Compliance standards of Care
R=Recommendation
A=Acceptance
FT= Follow-through
```
95
In regards to identifying your practices "trade area", there are two common calculations: Radius Rings, and Drive Times. Which calculation is considered the best?
Drive Times
96
The HR Scorecard helps to evaluate the state of HR in your practice. It does so by breaking HR down into five categories and then issuing a series of questions in each category that aim to help you focus on how effective your practice is in that category. What are the five HR categories in the HR Scorecard?
```
Basic Workplace Policies
Staffing
Compensation and Benefits
Training, Developing, and Retaining Employees
Regulatory Issues
```
97
In regards to changing organizational culture; there are five key steps in making a culture change within a practice. What are those five steps, and of those five steps, which step states (among other things) that "The bottom line is that if a leader wants to create a different culture within the hospital, the leader has to go first"?
DEFINE THE CULTURE
ALIGN BEHAVIORS WITH THE DESIRED CULTURE
COMMIT TO THE CHANGE
***SUPPORT THE SHIFT
98
Component of Competency to do a Certain kind of work at a Certain level which can also be considered a "talent"
Aptitude
99
The Process of looking up and compiling criminal records, commercial records, and financial records of an individual or organization.
Background Screening.
100
Generally indirect and non-cash compensation made to an employee.
Benefits.
101
A Working partnership between managers and employees to provide structure, guidance and support to employees
Coaching
102
An Estimate of Salary or wage expenditures for a set period of time.
Compensation budget.
103
Limited to persons authorized to use information, documents, etc.
Confidentiality.
104
A process by which business decisions are analyzed. The Benefits of a given situation or business-related action are summed and then the costs associated with taking that action are subtracted.
Cost Benefit Analysis
105
The condition of having or being composed of differing elements.
Diversity.
106
A kind of intelligence or skill that involves the ability to perceive assess and positively influence one own and other people's emotions.
Emotional Intelligence
107
Specific Complaint or formal notice of employee dissatisfaction related to adequacy of pay, job requirements, work conditions, other aspects of employment, or an alleged violation of a collective bargaining agreement.
Employee Grievance.
108
include the application for employment, the records which are used or have been used to determine an employee's qualifications for promotion, compensation, termination, or disciplinary action.
Employee Records.
109
The Ability of an organization to retain employees and reduce staff turnover ((# of positions retained) / (# of positions in the organization))x100.
Employee Retention
110
The use of various methods of workplace surveillance to gather information about activities and locations of staff members.
Employee Surveillance.
111
Refers to the number or percentage of workers who leave an organization and are replaced by new employees.
Employee Turnover.
112
Manuals explaining the terms and conditions employees must operate under while working for a given business.
Employee Manual
113
A metric used for comparing practices based on a full time schedule of 40 hours per week.
Full Time Equivalent (FTE)
114
The tendency for an impression created in one area to influence opinion in another area.
Horns & Halo Effect.
115
The skills that people can use to produce goods and services; including employment practices, organizational Development, compensation and benefits, and employee relations.
Human Resources.
116
A conversation where questions are asked and answers are given.
Interview
117
A formal meeting in which one or more persons question, consult, or evaluate another person; usually in the context of the hiring process.
Interview Questions.
118
Written summary listing the elements (Task, duties, and/or responsibilities) of a particular job
Job description.
119
Informal relationship where, on an ongoing basis, a more experienced individual offers guidance and/or career advice to a less experienced colleague.
Mentoring
120
A denial of employment, or any other decision for employment purposes that negatively affect any current or prospective employee.
Adverse Action
121
The employer must provide a notice to the applicant/employee prior to taking an adverse action.
Pre-Adverse Action notice.
122
A group of people with common characteristics who are legally protected from employment discrimination on the basis of that characteristic.
Protected Class
123
Contacting pervious employers of a job applicant to determine his or her job history.
Reference Checks.
124
Inaccuracy or flaw in performance appraisal or job interview, caused by the evaluator or interviewer's reliance on the most recent occurrence of the employee's or the applicants behavior.
Regency Error
125
A person's range of skills or abilities.
Skill Sets
126
A type of employment interview involving participation of two or more current employees.
Team Interview
127
Teaching skill sets to employees
Training.
128
To have an applicant prove their job skills to you by having them perform the duties of the job alongside their future co-workers. This is also an opportunity to ensure that they are a good fit for the organization.
Working Interview.
129
The Act or process of using words, sounds, signs, or behaviors to express or exchange information or to express your ideas, thoughts, feelings, etc. to someone else.
Communication
130
On-going training of staff through refresher courses, journals, and texts, conferences, educational programs, and self-study courses.
Continuing Education.
131
Belief systems of the practice. The cultural values that guide team members work for the practice.
Core Values.
132
Training that covers several tasks within a department or multiple departments within an organization.
Cross-Training.
133
Process of ensuring that an organization has complied with the preventative measures; is in a state of readiness to contain the effects of a forecasted disastrous event to minimize loss of life, injury, and damage to property; and can provide rescue.
Emergency Preparedness.
134
An area of knowledge or training that is absent in an individual, department, or company.
Knowledge Gaps.
135
The way or ways in which an individual prefers and is most successful at learning.
Learning Styles.
136
The method of leadership that an administrator usually employs when running a business
Management Style
137
A Statement of the role, or purpose by which a practice intends to serve it's stakeholders.
Mission Statement
138
The planned and executed process of welcoming, orienting and training a new employee.
On-Boarding
139
A Statement that defines and clarifies the direction in which an organization needs to move.
Vision Statement
140
The Action or state of going regularly to or being present in the workplace
Attendance.
141
Reserve for two different clients at the same time.
Double Book
142
A time of reduced or in-activity
Downtime.
143
Willingness to change or compromise
Flexibility
144
Scheduling the next appointment for clients prior to their leaving the current appointment. A strategic compliance and organizational tool.
Forward Booking
145
Refers to any scheduling system where the doctor has access to more than one exam room.
High Density Scheduling
146
The act of communicating with a client to define a specific time for them to visit the hospital.
Patient Scheduling.
147
A Veterinarian who works for veterinary hospitals on a temporary basis.
Relief Veterinarian.
148
Refers to how many support staff members are on duty compared to number of doctors on duty at a time.
Support staff/ DVM Ratio
149
Requests for time periods when you are not required to work.
Time off Requests.
150
A set of detailed methods, procedures and routines created to carry or a specific activity perform a duty, or solve a problem.
Systems
151
Specific times scheduled with an outside party related to products and supplies for the business.
Vendor Appointments.
152
Answerability, Blameworthiness, Liability, and the expectation of account giving. Assuming responsibility for his or her actions.
Accountability
153
The latest date or time by which a task or project should be completed.
Deadlines
154
Authorizing subordinates to make certain decisions.
Delegate
155
The result of achievement toward which efforts is directed.
Expectations/Goals
156
When two or more departments are able to jointly improve, update or create a service, policy, or procedure for the practice.
Department Collaboration
157
To determine the order in dealing with or completing tasks according to their relative importance.
Prioritizing.
158
As defined by the US Department of Justice, "Any modification of adjustment to a job or the work environment that will enable a qualified applicant or employee with a disability to participate in the application process or to perform their job.
Reasonable Accommodation.
159
A term used to describe knowing what results are important, and focusing resources to achieve them.
Results Oriented
160
A systematic way to record Items that need to be completed.
To-Do Lists.
161
The progression of steps (tasks, events, actions, etc.) that comprise a work process. A repeatable pattern of activity.
Workflow.
162
Specific Tasks frequently assigned or accepted at meetings.
Action Items.
163
A list of meeting topics to be covered
Agenda
164
The action of marking one's pleasure at an important event or occasion by engaging in enjoyable, typically social activity.
Celebration
165
Influencing or having an effect on each other.
Interactive
166
The art of guiding people in a manner that commands their respect, confidence, and whole-hearted cooperation.
Leadership
167
Written or recorded documentation used to inform attendees or non-attendees what was discussed at a meeting. Frequently include; attendees, agenda, decisions, action items and due dates.
Minutes
168
A process of stimulating people to actions to accomplish the goals.
Motivation
169
The action of taking part in something.
Participation
170
The changing of one's behavior to assume a role, usually in the context of training sessions.
Role Playing.
171
The act of planning and conducting a staff meeting.
Staff meeting facilitation.
172
The use of different types of interventions that are aimed at enhancing social relations and clarifying team members roles, as well as solving tasks and interpersonal problems that affect team functionality
Team Building.
173
A system or process in which employees receive confidential, anonomous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports.
360 degree evaluations.
174
Interview between an employer and a departing employee, conducted in part to determine why the employee is leaving the employment, regardless of circumstances.
Exit interview.
175
What the employee and employer anticipate receiving form the professional relationship.
Expectations.
176
A desired result that a person or a system envisions, plans and commits to achieve: a personal or organizational desired end-point in some sort of assumed development.
Goals
177
A survey given to employees where the intent of the questions is meant to help determine the level of contentment or satisfaction with their position or specific tasks.
Job Satisfaction Survey
178
The Evaluation of Creative work or performance by other people in the same field in order to maintain or enhance the quality of the work, or performance in that field.
Peer Evaluations
179
A plan aimed at improving an employees performance and/or behavior. Use to identify a performance problem(s) and look for ways to improve the performance of a staff member.
Performance Improvement Plan (PIP)
180
The assessment of review of the salary or paid to an employee, where decisions are taken on whether the employee's pay should be increased, etc.
Wage review.
181
A form of settlement negotiation facilitated by a neutral third party.
Arbitration.
182
A set of rules outlining social norms, and responsibilities of, or proper practices for an individual or organization.
Code of Conduct
183
Process of resolving a dispute or disagreement.
Conflict Resolution
184
Any unwanted or undesirable conduct that puts down, shows hostility or an aversion to another person. This can come from co-workers, employees, or clients.
Harassment
185
Exists when conduct by anyone in the workplace has the purpose or effect or creating a hostile, intimidating or offensive working environment.
Hostile Work Environment.
186
Researching, collecting and evaluating information with the intent of confirming the facts or truth of the situations.
Investigation
187
To intervene between people in a dispute in order to bring about an agreement or reconciliation.
Mediate
188
Intervention in a dispute in order to resolve it, arbitration.
Mediation
189
A strategic discussion that resolves an issues in a way that both parties find acceptable. In which, each party tries to persuade the order to his or her point of view.
Negotiations
190
Occurs when an employee resigns as a result of an employer creating a hostile work environment.
Constructive discharge.
191
Process of communicating with employees to improve unacceptable behavior or performance and setting standards and consequences for not meeting those standards.
Corrective Action
192
Materials that provide official information or evidence that serves as a records.
Documentation
193
The legal requirement that the state must respect all legal rights that are owed to a person.
Due Process
194
A phrase indicating that the manager's door is open to every employee the purpose is to encourage open communication, feedback, and discussion about any matter of importance to an employee.
Open-Door Policy.
195
A discipline model used by schools, in parenting, and in workplaces that focuses on the positive points of behavior, based on the idea there are no bad individuals, just good and bad behaviors.
Positive discipline.
196
Pay and/or benefits that employees receive when they leave employment at a company.
Severance Package
197
Placing an employee, for disciplinary reasons, temporarily off duty. Usually part of a progressive discipline action.
Suspension.
198
Refers to some states final paycheck laws that define a specific time frame for when a departing employee must receive their final paycheck.
Termination Pay Schedule.
199
Without a paid job but available to work.
Unemployed
200
A claim in breach of contract by an employer, for some unlawful reason.
Wrongful discharge.
201
U.S. Federal Statute Mainly designed to expand access to health care insurance, decrease rising costs, and focus on prevention and wellness.
Affordable Care Act 2010.
202
The Period of time before an employee is eligible for a benefits.
Benefits waiting period.
203
Allows for limited continuation of group health benefits to covered employees who leave their employment under certain circumstances.
Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA)
204
A gift or payment to a common fund or collection.
Contribution.
205
A process by which an organization reviews and measures their employee benefits as a competitive factor for attracting employees.
Employee Benefits Reviews
206
The legal status and classification of someone in employment as either an employee or working on their own account (Self- employed).
Employee Status.
207
The limit to the amount of money one can deduct from their salary to place in a retirement account.
Maximum Contribution.
208
A period during which a health insurance company or HMO is statutorily required to accept applicants without regard to health history.
Open Enrollment.
209
A change in your life that can make you eligible for a special enrollment period. usually to enroll in health coverage.
Qualified Event
210
Is everything the practice provides in exchange for working. It can include wages and benefits such as medical benefits, paid time off, continuing education, etc.
Total Compensation.
211
Systematic inspection of records for accuracy and compliance. Typically done for medical records, financial records, Tax records, Safety records.
Audits.
212
Limited to persons authorized to use information, documents, etc.
Confidentiality
213
Provides safeguards against invasion of personal privacy through misuse of records by the US Federal Agencies.
Privacy Act of 1974
214
A person who exposes any kind of information or activity that is deemed illegal, dishonest, or not correct with an organization that is either private or public.
Whistle-Blowing
215
To give power or authority to; Authorize, especially by legal or official means.
Empowerment
216
Those Functions that the individual who holds the position must be able to perform unaided, or with the assistance of reasonable accommodation.
Essential Functions.
217
What the employee and employer anticipate receiving from the professional relationship.
Expectations
218
Tasks and responsibilities one must perform on a job
Job duties
219
The consequences of being involved in something, determined by law.
Legal implications
220
A fixed, step by step sequence of activities or course of action that must followed in the same order to correctly perform a task.
Procedure
221
A specific amount set aside per employee, usually annually, to be spent on continuing education expenses.
Continuing education allowance
222
A measure used in continuing education programs that are earned upon completion of that program.
Continuing Education Credit
223
A written policy, typically within the practice Hospital Employee Handbook, that includes but isn't limited to; details on what courses are acceptable, expenses that will and will not be reimbursable and the process for scheduling.
Continuing Education Policy.
224
Another term for continuing education
Continuing professional development
225
A written policy that outlines what forms to use. When to submit them, the need to retain to submit them, the need to retain all receipts and when the reimbursement will be made.
Expense Reimbursement policy
226
Continuing Education provided by or within the organization.
In-House Continuing Education
227
Making the commitment, completing the paperwork and the payment for a CE course, webinar, conference, or other form of delivery for continuing education.
Registration.
228
Program develops and applies uniform standards related to providers and programs of continuing education (CE) in veterinary medicine.
Registry of Approved Continuing Education (RACE)
229
A retirement savings plan based on employer and employee contributions and investment earnings. The employer may promise a defined contribution for each employee, but no exact benefit is promised at retirement. The employee must meet certain requirements to be eligible for inclusion in the plan.
401K plan
230
A style of leadership whereby the manager primarily directs the worker, setting goals and objectives; plans and organizes the work to be done; and constantly shows the worker how to do the job.
Authoritarian leadership
231
A powerful strategic planning tool that helps managers focus on four vitally important pillars of effective practice management and that supports identification of objectives, goals, and measurements in each of the four areas
Balanced scorecard
232
A designation awarded by the Veterinary Hospital Managers Association for individuals who have proven education and competence in a wide range of veterinary hospital operations and management skills.
Certified veterinary practice manager (CVPM)
233
Progressive loss of empathy experienced by caregivers through oversaturation of the senses by disturbing and/or stressful situations, who may describe symptoms of emotional exhaustion, depression, feelings of hopelessness, and constant stress.
Compassion fatigue
234
A style of leadership that encourages workers to participate in the decision-making process by sharing ideas and opinions, while the leader retains power over final decisions.
Democratic leadership
235
A physical or mental impairment that substantially limits one or more of the major life activities of an individual.
Disability
236
The failure or refusal to hire, the discharge, or the prejudicial treatment of any individual with respect to compensation, terms, conditions, or privileges of employment because of such individual’s color, religion, sex, or national origin.
Discrimination
237
A variety of psychological theories that describe the capabilities and/or developed skills people use to identify, assess, understand, and control emotions, of oneself, of others, and of groups of people.
Emotional intelligence (EI)
238
A person engaged by another or by an organization to provide labor and services, usually in exchange for wages or salary.
Employee
239
Plan that provides employees with an opportunity to own stock in the company where they are employed. The company would generally be organized as a corporation, and the plan would require that contributions be invested into securities of the sponsoring corporation as an employee benefit.
Employee stock ownership plan
240
A complete list of the duties expected to be performed by an employee. The list should include not only skilled or specialized duties but also physical duties, including the amount of time and stress involved.
Essential functions
241
Interview between an employer and a departing employee, conducted in part to determine why the employee is leaving the employment, regardless of the circumstances, and to gather other information that may be helpful in the ongoing effort to improve the veterinary practice and the employment experience.
Exit interview
242
“Hands-on” experience, skills, and knowledge gained by employees in the performance of their jobs.
Experiential knowledge
243
Collectively, the employees of a business who provide the services for which they were employed.
Human resources
244
Compensation arrangement by which employees who successfully convince the client to purchase services or products receive a bonus or percentage of revenue earned.
Incentive program
245
An individual who is contracted to perform a service but who, based on the unique set of facts and circumstances, does not meet the criteria that define an employee as described by the Internal Revenue Service.
Independent contractor
246
An outline of the definition of a job, listing the special skills required, the essential duties and responsibilities involved, and the relevant bounds of authority in the veterinary hospital.
Job description
247
Temporarily suspended or permanently terminated from employment due to business causes, such as seasonal business demand fluctuation or economic downturn and financial decline.
Laid off
248
The planned and executed process of welcoming, orienting, and training a new employee.
On-boarding
249
A style of leadership whereby the manager listens to the problems of the worker; praises and encourages the worker; and asks for suggestions. This style is also known as supportive or relationship oriented.
Participative leadership
250
Provides the hospital manager with the information necessary for measuring the employee’s job performance and giving constructive feedback for improvement.
Performance evaluation
251
Employee benefits paid by the employer, such as health insurance premiums, that are identified by law and not subject to employment taxes.
Pretax benefits
252
The act of demonstrating to a client the quality and benefits of a certain service or product in order to differentiate your practice from others and to build a positive practice image.
Promotion
253
A form of pay in exchange for the performance of service that is explicitly excluded from taxation through federal tax law as written in the Internal Revenue Code and related tax regulations.
Qualified fringe benefit
254
This is an individual who satisfies the skill, experience, education, and other job-related requirements of the position such individual holds or desires, and who, with or without the assistance of a reasonable accommodation, can perform the essential functions of such position.
Qualified person with a disability
255
A modification or adjustment to a job or to the work environment that enables a qualified applicant or employee with a disability to participate in the application process or to perform the job.
Reasonable accommodation
256
A written record of the goals, education, work history, other accomplishments, activities, and references presented by an individual applying for an employment position.
Résumé
257
The second level of CPA financial statement presentation, which involves more analytic review and cross-checking of account balances than does the compilation report, and unlike the compilation report, provides a minimum level of assurance to the reader.
Review
258
An amount of money budgeted for a certain period of future time to cover salary and wages for a group of employees. And is valuable for planning hourly wage rates, employee work schedules, and new employee acquisition.
Salary and wage pool
259
Unwelcome verbal or physical conduct of a sexual nature on the job.
Sexual harassment
260
A useful acronym to remember when establishing inspirational objectives for the practice team. Such target goals are defined using five parameters that must be included in their description: Specific, Measurable, Attainable, Relevant, and Time-limited.
SMART goals
261
A management theory popularized by Douglas McGregor that assumes that people prefer to be directed, are not interested in assuming responsibility, and are motivated primarily by financial incentives and the threat of punishment.
Theory X
262
A management theory popularized by Douglas McGregor that assumes that people can be self-directed and creative at work, if properly supported and motivated. Motivation can come from individual desire for recognition, from a sense of self-worth and pride, and from an interest in work well done.
Theory Y
263
An electronic or manual method of keeping dates that cues a practice manager when tasks should be completed; a reminder methodology facilitating follow-through on specific parts of a project.
Tickler system
264
Significant difficulty, disruption of business, or expense that would be incurred by a business entity if it were to provide a reasonable accommodation.
Undue hardship
265
7 consecutive, regularly recurring, 24-hour periods totaling 168 hours.
Workweek
