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VHMA CVPM Additional > Session 2 Human Resources Part 1 > Flashcards

Session 2 Human Resources Part 1 Flashcards

1
Q

5 key factors to evaluate if it’s time to hire

A
  1. Vet/staff ratio = 4.2:1
  2. Vet production - 50% active Revenue
  3. Team member production - 50% passive revenue
  4. Hospital Flow - is the practice efficient (how many times does the phone ring/how far are appts booked out/do appts run on time/are patient care and client service standards being met)
  5. Staff Payroll % - monitor for overtime and budget.
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2
Q

Where to Recruit hourly non skilled

A

Craigslist
Schools
Our Website
Job posting websites
In other businesses (person you can hand a business card to from a different industry)

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3
Q

Where to Recruit admin

A

Craigslist
Website
Networking (vendors, clients, poaching)
Professional placement services
Job posting websites

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4
Q

Where to Recruit Hourly skilled or credentialed candidates.

A

Professional journals
VHMA/AAHA
Job Banks
Professional Websites
State vet med associations
Professional placement services
Job boards

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5
Q

Where to Recruit commission or salary candidates

A

Professional journals
Organizations
Job banks

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6
Q

Resume notes

A

Do not write directly on resume or application use separate sheet of paper or sticky note

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7
Q

28 us states that have laws that protect applicants from employers that might discriminate against them for partaking in lawful acts that may be found on social media

A

Example: smoking, religion, pot

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8
Q

28 us states that have laws that protect applicants from employers that might discriminate against them for partaking in lawful acts that may be found on social media

A

Example: smoking, religion, pot

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9
Q

Us laws regarding record retention as it relates to hiring

A

Title 7 of civil rights act - 15 + employees

The Americans with Disabilities Act - 15+ employees

The age Discrimination and employment act - 20 + employees

EEOC - significant role in enforcing theses acts

Retain records for 1 year after filling the position unless you suspect the candidate is over 40 then keep for 2 years

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10
Q

Average retention regulation

A

3-7 years

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11
Q

Types of interview

A

1) Telephone pre-screen
2) Direct 1v1 (behavioral, competency, situational)
3) panel
4) video
5) working

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12
Q

Behavioral interview

A

Focuses on specific instances and helps managers move past rhetoric and on to actual behaviors that can be evaluated

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13
Q

Competency interview

A

Focus specifically on skills needed for the position

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14
Q

Situational interview

A

How an applicant would react to a specific situation or event they might face on the job

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15
Q

Working interviews

A

Must be on payroll
Eligible to work in the US
Paid at least minimum wage
Covered under workers comp

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16
Q

How to interview

A

Create a list of competencies for the role

Create a list of questions that delve into the competencies

Use behavioral open ended questions not yes/no

Avoid questions on protected classes or personal life details

Avoid leading questions

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17
Q

The interview assessment

A

Fit - alignment - culture for, behavioral measurement

Impact - measure of results the candidate has achieved in the past and is likely to achieve in the future

Potential - measure of growth expected to experience and the increase in impact they might have over time

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18
Q

Rating scale for each competency

A

1 - 5 points

Example problem solving:
1-2pts: relies on leadership to ID and solve problems
3-4pts: noticed issue and brought it to management
5pts: noticed issue brought possible solutions to management

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19
Q

Different types of interview questions

A

Initiative
Motivational
Attitude
Personal (job related)
Management

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20
Q

Negligent hiring

A

Hiring an individual that you should have known was a potential risk

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21
Q

Negligent referral

A

Not divulging if the employee was a risk

22
Q

Halo effect

A

Bias for candidate
Letting good qualities or similar qualities mask potential risks

23
Q

Armchair psychologist

A

Do not try to over analyze or get more out of a candidate like a psychologist

Most people interview as the best person they will be and the best you can get from them

24
Q

Reliability

A

How dependably or consistently a test measures a characteristic.

If the test is repeated do the scores remain similar

25
Q

Validity

A

Degree to which the test actually measures what it says it will.

26
Q

Non competes

A

Valued by potential purchasers of a practice

Must be practical in the scope of restrictions both in time and mile

Courts look at:
Relationship
Scope
Time limit
Geographic constraint
Adequacy of consoderation

27
Q

Onboarding

A

Planned and executed process of welcoming, orienting and training a new employee. Up to 12 months.

28
Q

4 Cs of onboarding

A

Compliance - policies
Clarification - expectations
Culture - social norms
Connection - forming relationships

29
Q

EASE - integration of new hire into the practice

A

E - encouragement
A- align
S - solve
E - end distractions

30
Q

First day tasks

A

Tour/introductions
Safety training/documentation
New hire paperwork
Training schedule
Name tag/uniform
Hand off to mentor

31
Q

Safety training

A

Locate first aid/kits, eyewash station
Location of PPE
Location of mandatory posters
Location of safety manual
Copies of OSHA standards

32
Q

Training strategies

A

1-2% of annual hospital revenue for training investment

Goals and skills to reach goals

Assess organizational and individual training needs

Establish a culture of training

Include staff training in meetings

Utilize CE

33
Q

Top 3 reasons people leave

A

Lack of positive feedback
Lack of training
Failure to be included in larger vision of practice

34
Q

Employee Development by enhancing productivity

A

Shared purpose
Tools to do the job
SOPs
Performance standards
Engage and Empower
Recognize and Reward
Physical Fitness
Personal Focus
Team Focus

35
Q

Core competancies

A

Mission and value of practice help define

Teamwork
Customer focus
Accountability
Technical skills

36
Q

IDP individual development plan

A

Made by employee given to management to work together to achieve employee goals that live up to mission/vision

37
Q

70/20/10

A

70% learning is training

20% coaching/mentoring

10% courses/lecture/formal training

Can be adjusted to fit practice

38
Q

Virtual training

A

Training diet - 20min max
Attention from start
Establish relevance within 30 seconds
Present info with a twist
Ask compelling questions
Realistic demos
Provoke discussion
Employ interactive activities
End with a bang
Prepare³

39
Q

What are 3 main details in IDP

A

Develop
Train
Career management

40
Q

Appointment scheduling

A
  1. Eliminate client wait time
  2. Maximize efficiency
41
Q

10 min flex

A

Appts scheduled in 10min increments as needed for appts

42
Q

Bonding philosophy

A

Bond clients to practice
Bond clients to doctors

43
Q

Bonding Rate

A

Measures client bonding rate per doctor

Aim for 70% if tenured
Aim for 25% if new Dr

44
Q

Fill rate

A

% of booked appt measured against available appts in a giving time frame

45
Q

Clients who arrive on the wrong day

A

Try your best to accommodate

46
Q

PTO request

A

30 days in advance in writing

47
Q

Risks with bonding clients to practice

A

Clients may not like all doctors
Lack of continuity of care

48
Q

Managing daily work assignments

A

Delegate - authorize subordinates to make decisions
Empower - sharing managerial power with subordinates

49
Q

Smart system to delegate work flow

A

S-specific
M-measurable
A- agreed
R- realistic
T - time bound

50
Q

Staff leveraging

A

Assign support staff needed to be as efficient as possible

Properly leveraged has less burn out

51
Q

Benefits of cross training

A

Employee knowledge of practice and roles of others grows

When team meme ra are ill/absent client service and wait times do not suffer

Places another level of accountability into system decreasing fraud and theft

VHMA CVPM Additional (18 decks)

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