Session 2 Human Resources Part 1 Flashcards
5 key factors to evaluate if it’s time to hire
- Vet/staff ratio = 4.2:1
- Vet production - 50% active Revenue
- Team member production - 50% passive revenue
- 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)
- Staff Payroll % - monitor for overtime and budget.
Where to Recruit hourly non skilled
Craigslist
Schools
Our Website
Job posting websites
In other businesses (person you can hand a business card to from a different industry)
Where to Recruit admin
Craigslist
Website
Networking (vendors, clients, poaching)
Professional placement services
Job posting websites
Where to Recruit Hourly skilled or credentialed candidates.
Professional journals
VHMA/AAHA
Job Banks
Professional Websites
State vet med associations
Professional placement services
Job boards
Where to Recruit commission or salary candidates
Professional journals
Organizations
Job banks
Resume notes
Do not write directly on resume or application use separate sheet of paper or sticky note
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
Example: smoking, religion, pot
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
Example: smoking, religion, pot
Us laws regarding record retention as it relates to hiring
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
Average retention regulation
3-7 years
Types of interview
1) Telephone pre-screen
2) Direct 1v1 (behavioral, competency, situational)
3) panel
4) video
5) working
Behavioral interview
Focuses on specific instances and helps managers move past rhetoric and on to actual behaviors that can be evaluated
Competency interview
Focus specifically on skills needed for the position
Situational interview
How an applicant would react to a specific situation or event they might face on the job
Working interviews
Must be on payroll
Eligible to work in the US
Paid at least minimum wage
Covered under workers comp
How to interview
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
The interview assessment
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
Rating scale for each competency
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
Different types of interview questions
Initiative
Motivational
Attitude
Personal (job related)
Management
Negligent hiring
Hiring an individual that you should have known was a potential risk
Negligent referral
Not divulging if the employee was a risk
Halo effect
Bias for candidate
Letting good qualities or similar qualities mask potential risks
Armchair psychologist
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
Reliability
How dependably or consistently a test measures a characteristic.
If the test is repeated do the scores remain similar
Validity
Degree to which the test actually measures what it says it will.
Non competes
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
Onboarding
Planned and executed process of welcoming, orienting and training a new employee. Up to 12 months.
4 Cs of onboarding
Compliance - policies
Clarification - expectations
Culture - social norms
Connection - forming relationships
EASE - integration of new hire into the practice
E - encouragement
A- align
S - solve
E - end distractions
First day tasks
Tour/introductions
Safety training/documentation
New hire paperwork
Training schedule
Name tag/uniform
Hand off to mentor
Safety training
Locate first aid/kits, eyewash station
Location of PPE
Location of mandatory posters
Location of safety manual
Copies of OSHA standards
Training strategies
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
Top 3 reasons people leave
Lack of positive feedback
Lack of training
Failure to be included in larger vision of practice
Employee Development by enhancing productivity
Shared purpose
Tools to do the job
SOPs
Performance standards
Engage and Empower
Recognize and Reward
Physical Fitness
Personal Focus
Team Focus
Core competancies
Mission and value of practice help define
Teamwork
Customer focus
Accountability
Technical skills
IDP individual development plan
Made by employee given to management to work together to achieve employee goals that live up to mission/vision
70/20/10
70% learning is training
20% coaching/mentoring
10% courses/lecture/formal training
Can be adjusted to fit practice
Virtual training
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
What are 3 main details in IDP
Develop
Train
Career management
Appointment scheduling
- Eliminate client wait time
- Maximize efficiency
10 min flex
Appts scheduled in 10min increments as needed for appts
Bonding philosophy
Bond clients to practice
Bond clients to doctors
Bonding Rate
Measures client bonding rate per doctor
Aim for 70% if tenured
Aim for 25% if new Dr
Fill rate
% of booked appt measured against available appts in a giving time frame
Clients who arrive on the wrong day
Try your best to accommodate
PTO request
30 days in advance in writing
Risks with bonding clients to practice
Clients may not like all doctors
Lack of continuity of care
Managing daily work assignments
Delegate - authorize subordinates to make decisions
Empower - sharing managerial power with subordinates
Smart system to delegate work flow
S-specific
M-measurable
A- agreed
R- realistic
T - time bound
Staff leveraging
Assign support staff needed to be as efficient as possible
Properly leveraged has less burn out
Benefits of cross training
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
