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CVPM 2021 > Human Resources > Flashcards

Human Resources Flashcards

1
Q

Wrongful Discharge

A

A claim in breach of contract or in tort for the ending of an employment contract by an employer, for some unlawful reason

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2
Q

Working Interview

A

To have an applicant prove their job skills by performing the duties of the job alongside their future co-workers.

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3
Q

Workflow

A

A repeatable pattern of activity. Progression of steps (tasks, events, actions…)

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4
Q

Wage Review

A

Review of salary paid to an employee. Should it be increased…

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5
Q

Vision Statement

A

Defines and clarifies the direction in which the organization needs to move

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6
Q

Vendor Appointments

A

Time scheduled with outside party related to products and supplies

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7
Q

Unemployed

A

Without a job but available to work

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8
Q

Training

A

Teaching skill sets to employees

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9
Q

Total Compensation

A

Everything the practice provides in exchange for working (wages, benefits, paid time off, CE…)

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10
Q

To-Do Lists

A

A systematic way to record items that need to be completed

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11
Q

Time off Requests

A

Request for time off when you are not required to work

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12
Q

Termination pay schedule

A

When a departing employee must receive their final pay cheque

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13
Q

Team Interviews

A

Interview involving participation of two or more current employees

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14
Q

Team Building

A

Aim at enhancing relationships and clarifying team roles. Solving tasks and interpersonal problems that affect team functionality

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15
Q

Systems

A

Detailed methods, procedures and routines created to carry out a specific activity, perform a duty or solve a problem

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16
Q

Suspension

A

Progressive disciplinary action. Temporarily off duty

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17
Q

Support Staff/DVM Ratio

A

How many support staff are on duty compared to number of Doctors at a time. Six SS for 2 DVMs would be a 3:1 ratio

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18
Q

Staff Meeting Facilitation

A

The act of planning and conducting a staff meeting

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19
Q

Skill Sets

A

A persons rang of skills or abilities

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20
Q

Severance Package

A

Pand and benefits that employees receive when they leave employment

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21
Q

Role Playing

A

The changing of one’s behaviour to assume a role, usually in the context of training sessions

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22
Q

Results oriented

A

Knowing that results are important, and focusing resources to achieve them

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23
Q

Knowledge Gaps

A

An area of knowledge that is absent in an individual, department or company. Fill the gaps with appropriate training

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24
Q

Leadership

A

Guiding people in a manner that commands their respect, confidence, and whole hearted cooperation

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25
Q

Mediate

A

To intervene between two people in a dispute to bring about an agreement or reconcilitaion

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26
Q

Mediation

A

Intervention in a dispute to resolve it

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27
Q

Minutes

A

Written documentation used to inform what was discussed at a meeting. Include, agenda, descisions, action items and due dates.

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28
Q

Mission Statement

A

A statement of the role, or purpose by which a practice intends to serve its stakeholders

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29
Q

Onboarding

A

Process of welcoming, orienting and training a new employee

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30
Q

Performance Improvement Plan (PIP)

A

Improving an employees performance and/or behaviour.

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31
Q

Policy

A

Specific set of systems or principles that guide the decision making of the practice

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32
Q

Positive Discipline

A

Focuses on positive points of behaviour. Based on the idea there are no bad individuals, just good and bad behaviours

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33
Q

Pre-Adverse Action

A

Provide a notice to the applicant prior to taking the adverse action

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34
Q

Adverse Action

A

Denial of employment that adversely affects current or prospective employees

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35
Q

Progressive Discipline

A

Increasing severe measures when an employee fails to correct a problem after being given a reasonable opportunity to do so

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36
Q

Protected Class Awareness

A

Group of people with a common characteristic who are legally protected from employment discrimination

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37
Q

Qualified Event

A

A change in your life that can make you eligible for a special enrollment period, usually health coverage

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38
Q

Reasonable Accomodation

A

A modification or adjustment to a job to enable an employee with a disability to perform their job

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39
Q

Recency Error

A

Inaccuracy or flaw in performance appraisal or job interview, caused by the evaluators or the interviewers reliance on the most recent occurrences of the employees or the applicants behaviour

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40
Q

Registry of Approved Continuing Education (RACE)

A

Develops and applies uniform standards related to providers and programs of continuing education in vet medicine

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41
Q

Relief Veterinarian

A

A Vet who works for veterinary hospitals on a temporary basis

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42
Q

5 Key Elements of the HR Scorecard

A
  1. Workforce Success - Has the workforce accomplished the key strategic objectives for the business
  2. Right HR Costs - Is our total investment in the workforce appropriate?
  3. Right types of HR Alignment - HR practices aligned with the business strategy and differentiated, across positions, where appropriate?
  4. Right HR Practices - Have we designed and implemented policies and practices
  5. Right HR Professionals - Have the skills they need to design and implement HR managment system?
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43
Q

Soft Skills

A

Skills that cannot be taught and are generally developed as they mature (work ethic, promptness…)

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44
Q

At Will Employment

A

At the will of both parties

Can terminate without cause

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45
Q

Hard Skills

A

Skills that can be taught and learned

Competencies of the position (place a catheter…)

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46
Q

Communication

A message has 3 components

A
  1. Verbal - 7% of the message
  2. Paraverbal (tone of voice) - 38%
  3. Non-Verbal (eye contact, expression, posture…)- 55%
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47
Q

Norming

A

Teams - Working styles are agreed to and systems are set up

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48
Q

Forming

A

Members of a team are uncertain about rules, roles and expections

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49
Q

12 C’s of Teambuilding

A
  1. Clear Expectations
  2. Context
  3. Commitment
  4. Competence
  5. Charter - define goals, mission, vision
  6. Control
  7. Collaboration
  8. Communication
  9. Creative Innovation
  10. Consequences
  11. Coordination
  12. Cultural Change
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50
Q

4 Stages of Team Development

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
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51
Q

Storming

A

Team members come into conflict over goals and personalities

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52
Q

Performing

A

Team works postively, creatively and productively together

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53
Q

High Density Scheduling

A

Doctor has access to more than 1 exam room

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54
Q

Forming

A

Uncertainty about roles. Look outside for guidance. Some attempt to define the job to be done

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55
Q

Norming

A

Concerns about being different. Want to be part of the team. Start to set up the procedures to deal with the task

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56
Q

Core Values

A

Belief systems of the practice

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57
Q

Emergency Preparedness

A

Process of ensuring the organization has complied with preventive measures. A state of readiness to contain the effects of a forcasted disastrous event to minimize loss of life, injury and damage to property

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58
Q

Aptitude

A

Competency to do a certain kind of work at a certain level. Aptitudes may be physical or mental.

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59
Q

Audits

A

Systematic inspection of records for accuracy and compliance. Medical records, financial records, tax records, safety records.

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60
Q

Background Screening

A

Looking up and compiling criminal records, commercial records, and financial records of an individual or organization

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61
Q

Benefits

A

Indirect and non-cash compensation made to an employee

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62
Q

Coaching

A

partnership between managers and employees to provide structure, guidance and support to employees

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63
Q

Compensation Budget

A

An estimate of salary or wage expenditures for a set period of time

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64
Q

Cost Benefit Analysis

A

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.

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65
Q

Continuing Education Policy

A

Written policy in the handbook. Details on acceptable courses, expenses and scheduling

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66
Q

Essential Functions

A

Functions the employee must be able to perform unaided, or with assistance of reasonable accommodation

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67
Q

Empowerment

A

To give power or authority to; authorize, especially by legal or official means

68
Q

Due Process

A

The legal requirement to respect all legal rights that are owed to a person

69
Q

Corrective Action

A

Process of communicating with employees to improve unacceptable behaviour or performance and setting standards and consequences for not meeting those standards

70
Q

Constructive Discharge

A

Occurs when an employee resigns as a result of an employer creating a hostile work environment

71
Q

Harassment

A

Unwanted or undesirable conduct that puts down, shows hostility or an aversion to another person. co-workers, employers, or clients

72
Q

Conflict Resolution

A

Process of resolving a dispute or disagreement

73
Q

Code of Conduct

A

Set of rules outlining social norms, and rules and responsibilities of, or proper practices for an individual or organization

74
Q

Arbitration

A

A form of settlement negotiation facilitated by a neutral third party

75
Q

360 Degree Evaluations

A

Employees receive confidential, anonymous feedback from the people who work around them

76
Q

Action Items

A

Specific tasks frequently assigned or accepted at meetings

77
Q

Department Collaborations

A

two or more departments are able to jointly improve, update or create a service, policy or procedure for the practice

78
Q

Accountability

A

Assuming responsibility for his or her actions

79
Q

Human Resources (HR)

A

Skills used to produce goods and services; including employment practices, organizational development, compensation and benefits, and employee relations

80
Q

Horns and Halo Effect

A

The tendency for an impression created in one area to influence opinion in another area

81
Q

Full Time Equivalent (FTE)

A

based on full time schedule of 40 hours per week

82
Q

Employment Manual

A

Manual explaining the terms and conditions employees must operate under while working for a given business

83
Q

Employee Turnover

A

Number or percentage of workers who leave and are replaced by new employees

84
Q

Employee Surveillance

A

Gather information about the activities and locations of staff members

85
Q

Employee Retention

A

Ability to retain employees and reduce staff turnover.

(# positions retained / 3 positions total) X 100

86
Q

Employee Records

A

Personnel files - include application, records of qualifications, compensation, termination or disciplinary action

87
Q

Employee Grievance

A

Specific complaint or formal notice of dissatisfaction related to pay, job requiremnts, conditions….

88
Q

Emotional Intelligence (EQ)

A

Ability to perceive, assess and positively influence one’s own and other peoples emotions

89
Q

A section of Chemo should be included in Heath and Safety Manual even if the practice does not perform chem T or F?

A

True

With a note saying the practice does not perform this service

90
Q

At the core of any safety plan or manual is the _____ law.

A

Right to Know

91
Q

One way to create an operations and procedure manual is to refer to the _____.

A

Job Descriptions

92
Q

Avoid liability claims of _____ if you have knowledge a former employee has a propensity for violence or illegal behaviour and misrepresent on a reference.

A

Negligent Referral

93
Q

An employment contract that details a specific length of employment is an exception to At Will Employment. T or F?

A

True

94
Q

After meeting with two team members who are experiencing conflict, you tell them you are confident they can find a solution. How much time do you give before you meet again?

A

1 - 2 days

95
Q

Just Cause

A

Employee can be disciplined or terminated for a sufficient reason (misconduct, negligence or theft)

96
Q

Symptoms of Conflict

A 
Avoidance
personal attacks
hurtful gossip
barbed humour
lack of cooperation
97
Q

Top 3 causes of conflict

A
  1. Gossip
  2. Lack of knowledge/training
  3. Lack of Communication
98
Q

Employee Life Cycle

A

Acquisition
Orientation & Training
Performance Feedback and evaluation
Leave the practice

99
Q

When to Hire - 5 key factors

A
  1. vet/staff ratio 4.2:1
  2. vet production - active income @ 50%
  3. Team production - passive income @ 50%
  4. Hospital Flow
  5. Payroll percentage - monitor for overtime
100
Q

Types of Interviews

A 
telephone - pre-screen
Direct - one on one
Panel - 2 or more conduct interview
Video
Working interview
101
Q

BFOQ

A

Bona Fide Occupational Qualification

- requirement of the job, not a discrimination

102
Q

Halo Effect

A

favourable bias for a candidate

103
Q

Pre-employment Testing

A

used to gain deeper understanding of behaviour

ie. knowledge, skills, abilities, personality, EQ

104
Q

Pre-employment testing - Reliability

A

how dependably or consistently a test measures a characteristic

105
Q

Pre-employment testing - Validity

A

the test actually measures what it claims to measure

106
Q

Background checks

A

only AFTER an offer of employment is made

107
Q

Pre-Adverse Action Letter

A

inform the candidate adverse action is possible based on the findings of a background check
Give the person a chance to respond

108
Q

Adverse Action Letter

A

inform the candidate they did NOT receive the position

109
Q

Vet staff ratio, vet production, team member production, and payroll % are 4 of the key factors involved in considering when to hire. What is the 5th key factor?

A

Hospital Work Flow

110
Q

______refers to the degree to which the test actually measures what it claims to measure.

A

Test validity

111
Q

A pre-adverse action letter should be used when?

A

when you are considering NOT hiring due to details revealed in a pre-employment background check

112
Q

Onboarding

A

process of welcoming, orienting and training a new employee

113
Q

Phase Training Lists

A

Progressive steps in training

114
Q

Training Investment (budget)

A

1 - 2% of gross revenue

115
Q

3 common reasons why staff leave:

A
  1. Lack of positive feedback
  2. Lack of training opportunities
  3. Failure of management to include them in the larger strategic vision of the practice
116
Q

Performance Planning Programs (PPP)

A

Employee development system
positive reinforcement
quarterly goal setting

117
Q

Job Enlargement

A

assign additional tasks

118
Q

Job Enrichment

A

Train for new tasks

119
Q

Career Pathing

A

scheduling progression of responsibilities that help employees achieve a higher position

120
Q

Presenteeism

A

present but not fully productive

ie. has a migraine, but is still at work.

121
Q

Core Competencies

A

The mission and values of the practice help define core competencies that should be expected of employees
ie. teamwork, customer focus, accountability, technical skills

122
Q

Individual Development Plans

A

Created by the employee with the help of the manager
3 main ingredients:
training
development
career management
establish a learning environment and culture where training is a continuous event

123
Q

70/20/10

Learning Development Model

A

70% of learning comes from on the job training
20% of learning comes from coaching/mentoring
10% of learning comes from courses, lectures, formal training

124
Q

_____ is the planned and executing process of welcoming, orienting and training of a new employee

A

Onboarding

125
Q

When it comes to individual development plans, what are the 3 main details that need to be addressed?

A

Development
Training
Career management

126
Q

The foundation of a successful Individual Development Plan consist of creating a team culture where coaching is expected and appreciated.

A

False

“establishing a learning environment where TRAINING is continuous for all employees is the foundation of the program”

127
Q

Appointment Scheduling - 2 Goals

A
  • eliminate wait times

- maximize efficiency for staff

128
Q

Emergencies

A

no Dr. is immediately available and one must be pulled from another client

129
Q

Staff Scheduling options

A 
Rotating
Hybrid - a mix of fixed and variable days
Skill based
Split
per diem - one day at a time, as needed
130
Q

What type of scheduling makes the best possible use of facility space and team?

A

Dense scheduling

131
Q

Regarding the client schedule, define an emergency.

A

No Dr. immediately available and one must be pulled from another client

132
Q

In dense scheduling, how long are the appts for wellness?

A

15 minutes

133
Q

4 R’s of Team Management

A

Responsibility
Respect - consideration
Rapport - mutual trust
Recognition

134
Q

Delegate

A

authorize subordinates to make certain decisions

135
Q

Empower

A

Share managerial power w/ subordinates

136
Q

Leadership

A

empowers, delegates and provides accountability

137
Q

Management

A

manages the tasks

138
Q

SMART - HR

A 
Specific
Measurable
Agreed
Realistic
Time Bound
139
Q

Staff Leveraging

A

schedule the # of support staff to enable the Dr.’s to perform efficiently

140
Q

When it comes to management of daily work assignments _______ and __________ are keys to a successful vet practice

A

Delegation and Empowerment

141
Q

Benefits of cross training include:

A
  • employee knowledge of the practice as a whole
  • when team members are ill or absent, service and wait times do not have to decline
  • places another level of accountability into the system, helping reduce the occurence of fraud and theft.
142
Q

Role of facilitator

A
  • start/end the meeting on time
  • control topics
  • prevent negativity
  • prioritize topics
  • prevent a team member from dominating the meeting
143
Q

Scribe

A

Person who take meeting minutes

144
Q

Meetings are a good way to create team bonding, introduce new policies/products, but they rarely show a financial return

A

FALSE

145
Q

What are some ways to engage team members at a meeting?

A
  • praise work
  • no gripe sessions
  • share information
  • learning games/icebreakers
146
Q

Productive staff meetings need to have _________decided in advance

A

Goals

147
Q

3 common types of employee reveiws:

A
  1. 360 Peer
  2. Self
  3. Job satisfaction Survey
148
Q

3 Approaches to reviews

A
  1. Formal review
  2. Coaching conversations
  3. Corrective Action
149
Q

Structuring a corrective action meeting

A,B,C,D,E,F Formula

A 
A.  Awareness
B. Behaviour expectations
C. Consequences
D. Decision confirmed
E. Employee Involvement
F. Follow-up
150
Q

4 Disciplines necessary for effective reviews:

A
  1. Hold employees accountable
  2. Teach them to identify, deploy and develop strengths
  3. Align around identifying, deploying, and developing strengths
  4. Design and build each role to create world class performers in the role
151
Q

Successful Review Programs - 4 Elements:

A
  1. Regular informal feedback
  2. Goals set by employee and superviso
  3. Action Plan to address problems
  4. Document the ‘big picture’
152
Q

Reviews should include:

A
  • clarity about goals/direction
  • address accomplishments
  • address concerns
  • wages do not have to be part of a review*
153
Q

One potential employee review pitfall is _____.

A

measuring the trivial

154
Q

It is important to remember reviews are about performance, not goals.

A

False

*not blame

155
Q

Top 3 issues that cause conflict

A
  1. Gossip
  2. Lack of Training
  3. lack of communication
156
Q

Symptoms of Conflict

A 
Avoidance
personal attacks
hurtful gossip
barbed humour
lack of co-operation
157
Q

4 Step method for successful intervention

conflict management

A
  1. Confront the behaviour
  2. Talk it out
  3. Hold them accountable
  4. Follow up with short weekly check ins
158
Q

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 before you follow up?

A

1 - 2 days

159
Q

General Outline of a disciplinary procedure

A
  1. verbal warning - documented with supervisor signature
  2. Written warning - documented with both signatures
  3. Final warning - should state that next step is termination
160
Q

Just Cause Employment

A

can only be disciplined/terminated for a sufficient reason

161
Q

At Will Employment

A

can be terminated for any reason EXCEPT for any type of discrimination, specific contracts that outline a specific time frame

162
Q

At the core of any safety plan or manual is the ______law.

A

Right to Know law

163
Q

A section on chemotherapy should be included in every safety manual regardless of whether that practice performs chemo

A

TRUE

* include a note stating that this practice does not perform chemotherapy

164
Q

One way to begin to create an operations and procedure manual is to refer to the ______of the practice.

A

Job Descriptions

165
Q

Benefits of CE

A
  • inspires and encourages to improve quality and quantity of care
  • Contributes to prevention of burn out
  • Important in staff retention
166
Q

Changing Organizational Culture

A
  1. Define the culture
  2. Align behaviours with the desired culture
  3. commit to the change
  4. Support the shift
  5. Sustain grow the team
167
Q

6 Momentum Points for Culture Change

A

Interest - likes the idea of changing the culture
Novelty momentum - excitement to start something new
Effort Awareness - reality sets in. Change is hard
Decision Point - Most critical. People decide to move forward or abandon ship
True Change - Sustainable breakthroughs begin
Sustainable momentum - new culture becomes normal

CVPM 2021 (7 decks)

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