Human Resource - the manager role Flashcards
Full time equivalent (FTE)
FTE: Full Time Equivalent
1 FTE
= 7.5 hrs/day x 5 days/wk x 52 wks = 260 days/year
less ~ 30 days vacation, sick, holiday
=230 days or 1725 hours of productivity/year
Productivity Standards
Expressed in
treatment units or visits
Expertise and Time Factor
Quantifies complexity of task, specialized equipment, staff expertise, other time factors ( ie. Set up)
Cost With OTR only:
Personnel Cost for this patient : $35.
Multiplied out for 1300 pts./year: $45,500.
Patient in clinic: 1.5 hours
Cost With OTR and aide combination:
Personnel Cost for this patient: $20.
Multiplied out for 1300 pts./year: $26,000
Patient in clinic: 1.25 hours
consultants are Generally hired to:
Assist in problem solving issues and solutions
To fill a gap in services
Evaluates needs and provides expert advice/opinion
Consultants provide their own
human service needs
i.e., supervision, benefits, professional liability
Consultants may be individuals or from a private practice who have an
agreement with the facility through a negotiated contract
Occupational therapy consultation is “the interactive process of helping others, including individuals, organizations, or populations, solve existing or potential problems by identifying and analyzing issues, developing strategies to address
problems, and preventing future problems from occurring” (Jaffe & Epstein, 2011, p. 522)
Consultant Responsibilities
Malpractice Insurance
Maintaining credentials
certification, licensure, CPR, other job requirements
Assure competence
Meet regulations for facility (ie. JCAHO, CARF)
Establish back up system for days off
Establishing a contract
Develop a fee structure for services
Pay estimated taxes and Social Security
Establish own Retirement
What is supervision?
Process to ensure safe and effective oversight
Guidance and oversight
Facilitate professional growth and competence
Requires both adequate quality and
adequate frequency of supervision
Common Duties of a Supervisor
Interviewing
Determine priorities
Schedule and distribute work
Observe and evaluate performance
Provide performance-based feedback
Coach and Train, orientation
Handle Administrative duties and paperwork
Communicate policies and procedures
Address conflict and problems in a timely manner
Look at ways to improve how the work gets done (system analysis)
Characteristics of a Successful Supervisor
Responds promptly to requests/needs
Follows up on specific issues
Consistent behavior, feedback
Provides validation, consultation, direction
Decisive, yet cooperative resolution of problems
Model acceptable behavior
Positive interpersonal style
Trust and respect others
Demonstrates care for co-workers
Gathers input before making decisions
Evaluating Staff Performance
Most Threatening of All Supervisory Responsibilities (threatening to the supervisor!)
In Reality: Can be Rewarding to Give & Receive Feedback
Supervisor of other disciplines can be challenging
- Understand their scope of practice
- Core values
- Consider reflective practice
- Remember you are not clinically supervising them…
Providing Feedback: What is the Purpose
Confirm employee’s strengths
Clarifies if supervisee’s perceptions of performance match the supervisor’s
Allows supervisees to learn about areas of performance that needs improvement
Identifies barriers to improvement
Encourages supervisees to try alternate behavior or growth activity
Provides motivation for change
Demonstrates supervisor’s commitment
Performance Evaluation
Employee Expectations
The Job Description
Documentation
Competency
Employee Goals
Plan for Professional Development
Evaluating Performance Standards
Detailed delineation of expectations based on job description
Clear performance expectations
Clear Performance Expectations
Does Not Meet…Meets…Exceeds (Standards)
General evaluating
Regular Praise & Guidance
Evaluating Competency
Documentation of Performance
Upward Appraisal Form
How to Provide Feedback
Specific
Balanced
Constructive
Useful
Supportive
Private
Fair
Honest
Timely
Focused on behavior
Reciprocal
Allows time for response
Avoid Feedback Traps
- Avoidance
- Focus on personality characteristics, problems only (not balanced)
- Assume role of therapist
- Using second-hand info
- Delivered in public
- Focused understanding of causes rather than expectations of performance
Providing Feedback: Positive Strategies
Ask supervisee to self-critique
Verbally reinforce what they did well
Tell them what they did not do well
Identify specific change
Provide time frame
Schedule follow up meeting
Disciplinary action - Specialized Evaluation:
When an employee is demonstrating undesirable performance
Disciplinary action - Union
Grievance Procedure in Contract
Disciplinary action - Non-Union Employees
Organizations Policy & Procedure Manual
Disciplinary action - Oral vs. Written:
Documenting
Steps of disciplinary action
Warning
There is a warning of the consequences
Immediate
The consequences are immediate
Impersonal
Consequences are based on undesirable behavioral performance
Consistent
The consequences are consistent
Expectancy Model:
People attempt to maximize their satisfaction by paying attention to the aspects of work they feel are important.
Reward Systems
Identify what is meaningful to employees
Find an organizational context that allows expression of that reward
Relate the reward to desired performance
Oral
Written
Paid attendance at Continuing Education
Increased Responsibility for Program Development
Committee Member
Flexible Work Hours
Staff Development
- Monitor Patterns of Weakness
- Organizational Strategic Plan
- Surveys to Identify Needs
- Development in areas of:
- –High Frequency
- Error Prone
- Outside Continuing Education
- Peer Inservice
- Journal Group
- Self Study Group
- Grand Rounds
- —–Case Presentations of difficult patients or those with greater than average length of stays
Grand Rounds
Case Presentations of difficult patients or those with greater than average length of stays
