Session 3 Human Resource Part 2 Flashcards
Benefits of staff meetings
Raise practice benchmarks
Increase profits
Provide total quality management
Improved compliance
Meeting facilitator roles
Agenda
Start and end on time
45 min max
Control/prioritize topics
Positive discussion
Review aconplishments
Agendas
Expedite meeting
Allow team members to add topics
Stay on track
Posted or handed out at the meeting
Item on agenda’s should include a report on the status of decision and actions assigned at previous meeting
Ideas to Engage team during team meetings
Visual aids
Tasteful humor
Celebrate success
Don’t allow gripe sessions
Share important info (changes, progress towards goals)
Request/require team members to present topics
Learning games or ice breakers
Suggestions for meetings
Topics should be relative and timely
Can it be an email?
Schedule meetings well in advance
Eliminate foreseeable interruptions
Focus on positive
Start/stop on time
Training meetings
Goal oriented
Upon completion participants will know (example. Educate clients on prev, demonstrate to clients how to administer)
Meetings should include tests and be required to pass
Short and less formal
True or false: staff meetings rarely show a financial ROI
False
T or F: training meeting should be 20-40min long for attendees to remain engaged
False (meetings should not last more than 45min)
What to address in Performance reviews
Developed from job description
Convo about mission/vision of practice
Clarify goals/direction
Address accomplishments
Address concerns over policy/SOP
Address potential conflict
Address lapses in standards or judgement (these should be in the moment not wait until review)
Performance reviews Don’ts
Negative surprises
Coincide with wages unless it’s 90days
Employees should complete self reviews
Consider letting employees review management thoughts prior to meeting
Conduct review in private to avoid interruptions
3 basic review types for employees
360 review
Self review
Job satisfaction survey
3 basic approaches to reviews
Formal performance review
Coaching convos
Corrective action discussion
4 disciplines needed for effective reviews
- Hold all employees accountable for their local performance outcomes
- Teach all employees to ID, deploy and develop strengths
- Align all appraisals/reviews around IDing, deploying, developing strengths
- Design/build each role to world class preformers in the role
4 elements from managers to make the best review program
- Regular informal feedback by supervisor
- Goals set by management
- Action plans for disciplinary problems
- formal review that documents the “big-picture”/ follow through
Potential pitfalls of reviews
More time on review than planning
Comparing employees
Making the review about blame not performance
Tying raises to reviews
Believing management can accurately assess team members
Assessing all jobs the same way
Cancelling/postponing reviews
Measuring trivial
Throwing surprises in reviews
Rule of 3
- If the situation catches your attention, note it
- The second time it occurs - is this a pattern?
- Have a convo
ABCDEF formula for corrective action
A=awareness
B= behavioral
C= consequences
D= decisions confirmed
E= employee involvement
F= follow-up
Top 3 issues that can cause conflict
Gossip
Lack of training
Lack of communication
No conflict may mean
Staff afraid to speak up
Culture is team is trained to be fully compliant
Groupthink with little creative tension to promote innovation or change
How to approach Conflict management
Address concerns ASAP
Listen to all issues
Determine real issues
Exercise control and avoid arguments
Avoid delay in decision making
Maintain record of the issue
Team needs a way to constructively resolve conflict
Keep eye out for symptoms of conflict
Questions to Determine the extent of conflict when a team member complains and how to handle
Is this an individual problem?
Who is involved?
Does it relate to job satisfaction and if so, how?
Is patient care compromised?
Is poor service the issue?
Confirm responses for clarity
Remove emotion from discussion
If multiple people complain about one team member serious issues may be present
4 steps for intervention
- Confront behavior
- Talk it out
- Hold team member accountable
- Follow-up and Feedback
General outline (escalation trend) of a disciplinary procedure
- Verbal warning
- Written warning
- Final warning/last strike
All warning should be documented
Point policy Discipline
2 types of employer Termination
Must be clearly stated
Just cause employment - employee amcan only be terminated for sufficient reason
At-will employment - can terminate without cause
At-will exceptions
Collective bargaining agreements
Specific contracts
Discrimination
Pregnancy
Based on age if over 40
Unsafe workplace
Whistleblower
Dismissal due to bankruptcy
Dismissal due to jury duty
Strategies to minimize Wrongful discharge considerations
Increase employee written evaluations
Withhold pay increases
Have exceptions or reserve right to bypass steps in handbook
Educate employees and document
Don’t base decisions on protected class
If underperforming due to short-term issue (family death) educate employees they would be otherwise terminated but need to improve once short term stress resolves
Examples of appropriate reasons for termination
Unsatisfactory performance
Excessive tardiness or absenteeism.
Elimination of position for financial reasons
Chronic insubordination
grounds for immediate termination
Professional dishonesty
Unethical behavior
Falsification of company records
Insubordination
Improper use of PPE
Willful violation of established policy
Violation of anti-harrasment or equal employment opportunity
Timecard violations
Sleeping on duty
Inappropriate computer use such as gambling
How to actually Terminate an employee
Do not terminate hastily or while heated
Terminate at the end of the day
Dismiss employee in private room with a witness
Have employee sign a termination notice and document the Convo
Have final paycheck ready
4 essential elements of proof for law of negligence
Duty to prevent an injury from occuring
Violation of said duty by failing to act in accordance of the standard of care expected of other vets is the same or similar situations.
A reasonable close casual connection between vets conduct or lack there of and the resulting injury (doctrine of proximate cause)
Proof actual damage or harm occured
