administrators certification program human...

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ADMINISTRATORS CERTIFICATION PROGRAM

HUMAN RESOURCES

2016 PPS Annual Conference & Exposition

Diane McCutcheon, BMCDiane McCutcheon, Business Management Consulting

Services, Inc.

Disclosure

• DMBMCSI has no relevant financial relationships to disclose.

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LEARNING OBJECTIVES• The ability to perform and manage the HR function

– Primary responsibilities

– Basic legal compliance

• To increase knowledge of the benefits of staff planning– Costs associated with recruitment & hiring staff

– Orienting new employees

• To recognize the value of effective employee relations– Controlling costs with better management

– Communication strategies

• To implement safety & health in the workplace– Limiting unnecessary liabilities

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THE THREE MAIN PURPOSES OF HUMAN RESOURCES

are those that:

• Ensure legal compliance requirements

• Are significant to operational efficiency

• Attract & retain a productive employees


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HR AND THE BOTTOM LINEThe financial impact on private practices can be devastating if costs are not contained.

• HR challenges are to:

– Provide excellent services

– Minimize operational expenses

– Reduce overall expenses

– Reduce turnover

– Prevent liabilities

– Maintain legal compliance


THE HR FUNCTIONS WE WILL DISCUSS INCLUDE:

• Legal Compliance

• Job Descriptions

• Staffing & Recruitment

• Orientation, Training & Development

• Performance Management

• Compensation & Benefits

• Employee Relations

• Record Keeping

• Termination

• Safety & Health

• Policies & Procedures


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LEGAL COMPLIANCE

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LEGAL COMPLIANCEFailure to comply with legal requirements can

lead to significant fines and penalties.

HR’s legal compliance role is to:

• Identify which laws apply to your business.

• Protect the company’s legal interests by ensuring compliance at all levels.

• Stay current with new developments in employment law.

– Federal, State, Local

• Post up‐to‐date Federal & State labor law posters.


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GUARANTEE LEGAL COMPLIANCE

• Develop manuals• Corporate Compliance

• Medicare Compliance

• HIPAA

• OSHA

• Employment handbooks

• Train managers how to:• Avoid costly violations of the law

• Develop & train staff

• Implement & manage policies and procedures


YOU ARE NEVER FINISHED

• Revise policies & procedures as laws change.

– Review handbooks annually & make changes accordingly.

– Continually update staff – not just new staff.

• Advise owners when they may be at risk legally.

– Don’t wait to see if things get better .

– Address questionable issues immediately.

– Begin a documentation trail of all events.


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JOB DESCRIPTIONS

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JOB DESCRIPTIONS & SPECIFICATIONS

• Job Descriptions • Describe the general nature & responsibilities of work

• Summarize detailed responsibilities & duties

• A tool to gauge employee performance

• Help with recruiting & selecting candidates

• Job Specifications • Complement job descriptions

• Describes requirements for job such as:

• Educational requirements

• Desired experience

• Specialized skills or knowledge required


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WHO SHOULD HAVE A JOB DESCRIPTION?

• EVERYONE – Full‐time, Part‐time, per diem etc.

– Owner – A list of responsibilities

– All manager’s & team leaders

– Professional & admin staff

• Job descriptions are the first step in organizational development – who to report to?

• Everything that needs to be done needs someone to do it. Who will that be?


STAFFING & RECRUITMENT

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STAFFING & RECRUITMENTTo deliver exceptional patient services you

need a qualified staff.

Administrative and Professional

• Turnover costs businesses lots of $$$$$ every year.

• HR’s job is to significantly reduce job related expenses with smart hiring techniques.

TAKE YOUR TIME & HIRE RIGHT


HOW TO CALCULATE COST OF A FULL‐TIME EMPLOYEE

Costs of a full‐time employee (first year)

Time:

Number of hours worked by average full‐time employee = 2,080/year

(minus) total hours holiday time, i.e. 6 holidays X 8hrs = 48 hrs

(minus) average paid time off (PTO – vacation/sick) = 15 days/year/ 120 hrs

(minus) other non‐productive time, i.e., 15% = 312 hrs/year

Example: 2,080 – 480 (time not worked) = 1,600 (net hours worked)


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COSTING OUT A FULL TIME EMPLOYEE

• Annual salary, i.e., $50,000

+ legally required programs, i.e., FICA, employment taxes, etc.

+ benefit costs

+ pension/profit sharing costs

+ training costs (trainer & trainee)

+ miscellaneous costs

Equals total annual costs


COST EXAMPLE

Annual Salary ($24.03/hour) $50,000

+ Benefits/legally required costs of 30% $15,000

+ Other expenses of 20% $10,000

Total annual cost of first year employee $75,000

Hourly cost of first year employee:

Total annual cost/total net hours worked = hourly cost

Example: $75,000/1,600 = $46.87


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HIRE THE RIGHT PEOPLE• Who do you need and why?

• Hours, days, responsibilities etc.

• Look for people with the skills and abilities necessary to do the job.

• Review resumes.

• Phone screen first.

• Set up personal one‐on‐one interviews.

• Prior to interview:

• Have candidate complete application form

• Give them a copy of job description


PROCESS• Interview candidates ‐ remember your needs.

• Ask challenging questions.

• Listen to answers.

• Consider how this person will fit in.

• Check references – at least 1 former employer.

• Offer hours of observation or a 2nd interview.

• Make your decision based on who is best for the position and the company.

• You want a commitment to the company.


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FINAL STEP

• Make sure the Agreement is signed & returned.

• Schedule background, medical checks etc.

• Notify current staff of new employee arrival.

• Prepare work station.

• Prepare for orientation.


PREPARE FOR SUCCESS ORIENTATION

TRAINING & DEVELOPMENT

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BENEFITS OF AN ORIENTATION PROGRAM

• Positive introduction to the company

– Promotes a great attitude from day one

• Establishes employer goals & expectations from day 1

• Gives employee an immediate sense of purpose

• Saves money:

– Prevents early turnover

– Reduces employee complaints


TRAINING & DEVELOPMENT PLANNING

• Identify person responsible for training.

• Establish a 90 day orientation plan for:– New employees & promoted employees

• Establish Guidelines.– Goals & objectives

– Set expectations

– Standards of performance

• Train on job skills.

• Provide the right equipment to train properly.

• Provide feedback & time for questions.


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JOB ORIENTATION – DAY 1

• Introduction to co‐workers & company

• Complete new employee paperwork

• Provide basic info ‐ lunch, clocking in, payroll, etc.

• Outline standards of conduct & performance

• Review safety procedures

• Review policy & procedure handbooks– HIPAA

– Corporate Compliance

• Review training plan for the next 89 days


GOALS AND OBJECTIVES• The Goal is where you want to be. The Objectives are the steps needed to get there.

• Objectives are developed from Goals.

• The SMART Process– S Specific

– M Measurable

– A Attainable

– R Relevant

– T Time‐bound

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Note: SMART criteria are commonly attributed to Peter Drucker's”management by objectives” concept. Book: The Concept of Management

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DEVELOPING OBJECTIVES TO MEET GOALS

– Specific ‐ statements that state who will make what change, by how much, where and by when.

– Measurable – numeric or descriptive measures that define quantity, quality, cost, etc.‐ observation of actions, time, efficiency.

– Achievable – within the staff member’s control and power within a reasonable timeframe, resources and support.

– Relevant – how will the objectives help meet the goal, what will the outcome be, how will it change things.

– Time bound – identify a target date for completion and for specific steps important in achieving the goal.


SETTING JOB PERFORMANCE STANDARDS

Standards are measurable objectives or

behaviors required to successfully perform a job.

Standards should include quantitative measures

whenever possible.

Examples:

– Collects co‐pays 100% of the time.

– Checks benefits on all new patients before 1st visit.

If someone doesn’t know how their job performance is going to be measured, how can they be expected to reach optimal efficiency?


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JOB PERFORMANCE STANDARDS


• Advantages:

• Allows you to evaluate employees according to job performance relative to outcomes.

• Communicates key performance factors and expectations.

• Explains how employee was evaluated.

• Increases fairness when evaluating employees.

• Standards can be measured by:• Observation: customer service – front desk• Accuracy: data entry – no associated denials• Increased Revenue: collections at front desk at 100%

STANDARD SCALE EXAMPLE

• Three point scale:

– 3 = Almost always performs as described by the “role model” standards.

– 2 = Almost always performs as described by the “meets expectations” standards.

– 1 = Almost always performs as described by the “below expectations” standards.


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KEEP YOUR PROGRAMS ACTIVE• Consistently

– Develop, update and review goals & objectives.

– Validate expectations.

– Review job standards.

– Review & modify plans regarding changes in the healthcare.

– Update & add new resources.

– Identify what is moving you forward.

– Eliminate whatever is holding you back.


PERFORMANCE MANAGEMENT

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WHY DO A PERFORMANCE REVIEW?

• To

– Effectively manage employees.

– Confirm employees job performance.

– Review past year accomplishments & provide feedback.

– Encourage growth & development.

– Offer new opportunities.

– Discuss new goals, objectives & expectations.

– Discuss how management can help employee succeed.


PERFORMANCE APPRAISALS

• For new and promoted employees

– Orientation – periodic reviews from day 1

• Follow up reviews at 30, 60 & 90 days

– During 1st year

• 6 & 9 months (can be oral – document)

– Yearly

• On anniversary or promotion date (written)


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PRIOR TO REVIEW

• Employee ‐ complete self‐review & return to manager 2 weeks before interview.

• Set up a time & place for review ‐ No interruptions.

• Prepare:

– Review past reviews to help rate improvement & to see if last years goals were met.

– Develop new goals & objectives to offer employee.

– Present growth opportunities.• Note: Depending on position, you may ask others for opinions on employees

performance.


PERFORMANCE APPRAISALONE ON ONE

• Agree upon:

– Job responsibilities

– Performance standards & objectives

– Priorities

• Discuss:

– What led to your decisions

– Performance, specific events, last year’s goals

– New goals & objectives & action plans for next year

– New opportunities

– Wage increases (if applicable)


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FINAL STEPSBefore meeting ends:

• Agree on steps to meet established goals & objectives for next year.

• Give employee an opportunity to write feedback.

• Manager & employee sign review.

• Place in employee file. (employee may have a copy)

Challenge: Manager’s ability to follow‐up all year to see that goals are met.


PERFORMANCE REVIEW FINAL COMMENTS

There should be no surprises at review time.

• You should be addressing problems as they occur.

• You can choose simple or complex reviews.

• Some choose not to do written reviews, however it is:

– Difficult to defend yourself in a complaint.

– Difficult to hold employee accountable.

– Could lead to legal action when terminating.


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COMPENSATION

and

BENEFITS

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COMPENSATION• Wage & Salary compensation must:

– Attract, motivate & retain qualified employees.

– Compensate as compared to similar positions.

– Fit corporate culture.

– Comply with wage, hour & employment laws.

• State/Federal minimum wage, overtime, recording keeping, garnishments, taxes etc.

• Fair Labor Standards Act (FLSA)– Exempt – salaried workers (may be eligible for overtime)

– Non‐exempt ‐ hourly (eligible for overtime)


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ESTABLISH WAGES & SALARIES

• Evaluate each job.

– Skill level, job content, responsibilities, education, skills

• Conduct surveys.

• Contact resources to help you.

– Others in your field

– Consultants who work with wage management

– Bureau of Labor Statistics

• Compare findings with local, state & federal wages.

• Prepare wage scales for all positions entry level & up.


WAGE BENEFITS

• Mandated by State and/or Federal government

– Social Security

– FUTA

– Unemployment

– Workers Compensation

– Garnishments


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PAYING EMPLOYEE’S• Keep accurate time records.

• Pay employee for all time worked.

• Pay PTO/vacation/holiday time if accrued and taken.

• Pay OT to non‐exempt employees working 40+hrs/week.

– New federal law as of 12/1/2016 – pay OT to exempt employees making less than $47,476.

• Upon termination, pay all wages due for hrs worked including accrued PTO/vacation time.

• Do not take out any money for loans, education etc. in final paycheck.


BENEFITSBenefit’s can motivate (or de‐motivate)

• Stay competitive with others in your business.

• Look for benefits that will give employees a reason to stay with your company.

• Keep administration as simple as possible.

• Review benefits annually – add when you can.

• Concentrate on basics & administer them well.

• Communicate the value to employees.


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BENEFITS• Employer voluntary benefits other than mandatory might

include:

– Health insurance (mandatory at 50+ employees)

– 401K or other retirement plans

– Vacation, sick, holiday pay or Paid Time Off (PTO)

– Bereavement pay

– Inclement weather

– Short or Long Term Disability, Life insurance

– Pay for lunch, free access to gym, pool, etc.

– Education funds, professional subscriptions, etc.

• Rule of thumb: Give, but do not take away!


EMPLOYEE RELATIONSPrimary Goal:

To Reduce Turnover

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EMPLOYER COSTS

• When employees leave it can be costly.

– Company may have to pay for unemployment.

– Paying other employees to do the job – overtime.

– Loss of productivity.

– Hiring costs.

– Training new employee costs.


TERMINATION OF EMPLOYMENT

• Termination – employer or employee caused.

• Do exit interview when you can.

• Exit interviews may provide insight into problems we may miss or enlighten us to things we do well.

• Exit interviews should be:

– Given by someone other than direct supervisor, someone not closely associated with the employee.

– Scheduled as soon as resignation is accepted.


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EXIT INTERVIEWS• Some things to you may want to know:

– Manager’s performance rating.

– Reason for leaving?

– How was the orientation?

– How was the work environment?

– Did the job fit with interests & skills?

– Did the company offer growth opportunities?

– Do you feel you were treated fairly?

– Were benefits sufficient?

– Were wages fair?

– Did you get reviewed every year?


LEARN FROM THOSE WHO LEAVE

A skilled interviewer will be able to tell if the employee was upfront and honest in their answers.

• Assess the answers.

• Should anything said be investigated?

• Can positive changes be made.

• Act on anything that will improve the company.

• Keep interview in personnel file.


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PREPARING TO LET SOMEONE GO

• Prepare:– Have last paycheck and a second check with other pay due i.e. PTO, vacation etc.

– Have list of company property you need to collect including signatures (yours and theirs).

– Have any information on how benefits will or will not continue.

– Change usernames and passwords on last day.


SAYING GOODBYE• Try letting an employee go on a Monday.

• Say goodbye in 3 minutes or less. – Thank you for the time you have given us, but at this time, your services

are no longer needed.

• Do not elaborate – keep it simple.

– I have prepared your last check(s) & a list of things I need to collect from you – let’s go over that.

– Here is a summary of when your benefits will terminate.

• Walk with them to get their things & then to the door.– Do not allow them to get their things alone.

– Do not stop to talk to other employees.

• Once gone, let staff know.

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COMMUNICATING

• Keep lines of communication open.– Recognize those who are doing well.

– Address problems immediately – do not wait.

– Follow‐up on all decisions – accountability.

• Meetings– Ensure staff & department meetings are held consistently.

– Tell staff what is going on in the company.

– Address any issues affecting staff (new employees, programs, etc. ).

– Discuss ways to improve services.

– Use for company training – HIPAA, Safety/Health etc.

– Recognize jobs well done.


RESULTS

Good employee relations result in:

– A more productive workforce

– Less complaints

– Less turnover

– Positive work environment

– Better team relations


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HOW TO MAINTAIN GOODEMPLOYEE RELATIONS

Be available to discuss problems.

Maintain confidentiality.

Give uninterrupted attention.

Conduct well organized meetings.

Don’t criticize in public.

Be clear, timely & accurate with corrective action.

Encourage input – support goals.

Treat everyone equally.

Welcome change.


RECORDKEEPING


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PERSONNEL RECORDS

• Personnel file

• Medical records file

• Confidential file

• Payroll records

• I‐9

• HIPAA Confidentiality Agreement

• Other agreements/contracts


DOCUMENTATION

• Document

– All employee discussions; dates & times

– Performance reviews

– Specific issues relating to performance

– Time off: vacation, sick, LOA

– Injuries

– Court orders

• File documentation in appropriate personnel file.


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SAFETY & HEALTH


KEY ELEMENTS OF A SAFETY & HEALTH PROGRAM

• To eliminate the probability of an accident.

• To keep employees & patients aware of the company’s ongoing dedication to S&H.

• To protect employees & patients from harm.

• To ensure state & federal guidelines are followed.

One accident could cause a company tens of thousands of dollars!


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PREPARE FOR THE SAFETY & HEALTH OF EMPLOYEES & PATIENT’S

• Appoint a “safety officer”.

• Inspect clinic daily for any hazards.

• Post an escape plan.

• Write procedures.

– Who to report do

– Documentation

– Prevention

• Include safety in orientation program for new employees.


MAINTAIN SAFETY & HEALTH PROGRAM

• Go over safety & health plans yearly.

– What to do in case of fire, storm, etc.

– Caring for sick staff or patients

• Plan for yearly fire drill.

• Ensure staff has had safety training.

– CPR

– Other certifications


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EMPLOYEE HANDBOOKA GUIDELINE OF COMPANY POLICIES & PROCEDURES

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Policy

ORGANIZING

• Include

– Welcome message

– Mission statement

– Purpose of handbook

– Background info on company

– Equal Opportunity Statement

– At‐will statement

– Applicable state & federal laws ‐ ADA, Military, maternity

– Orientation


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SPECIFIC POLICIES & PROCEDURES

• Personal safety, sexual harassment, drugs & alcohol

• Attendance, lunch, overtime, payroll

• Personnel records

• Internet access

• Benefits: PTO, LOA’s, Jury Duty etc.

• Safety & Health program

• Standards of conduct, discipline, exit process


HANDBOOK SUMMARY

• A resource of important company policies and procedures.

• A guide for employees to follow.

• Employees must sign an “Acknowledgment of Receipt”.

• Add disclaimer: “Employer has the right to change the rules without notice, the employee is “at‐will” and the handbook does not create a contract.”

• Always have an attorney review before releasing.


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HUMAN RESOURCES


THE FOUNDATION OF A

STABLE, COMPLIANT

BUSINESS

Thank You

Diane McCutcheon, Business Management Consulting Services, Inc.

And Account Matters

Please Call, Fax or E-mailPhone: 508-422-0231

Fax: [email protected]


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