Business for Health Business Skills for Private Medical Practices

1. Business for Health Business Skills for Private Medical Practices Module 6: Manage Human Resources

2. A Quick Start Welcome! While you are waiting for the class to begin, please take the Pre-Test and make sure your name is on it before you hand it to the facilitator. Thank you!. Business Skills for Private Medical Practices

3. Agenda Welcome What Managing Human Resources Involves Why a Job Description is Important How to Recruit, Select and Orient Qualified New Hires How to Manage Performance What to Do to Retain Staff How to Handle Personnel Issues Summary and Evaluation Close Business Skills for Private Medical Practices

4. Learning Objectives During this session, you will: • analyze what employees need to be successful on the job; • explain why managing human resources is essential to a successful business; • write a job description; • describe how to recruit and select staff; Business Skills for Private Medical Practices

5. Learning Objectives • determine what should be included in staff orientation; • review a performance management process; • assess how your approach to human resource management affects employee morale and retention; Business Skills for Private Medical Practices

6. Learning Objectives • propose how to handle personnel issues; • explain the next step; and • state your key take-away from this session. Business Skills for Private Medical Practices

7. Introduction You will have 1 minute to introduce yourself: 1. Your name 2. Your position 3. Your business 4. How long you have had your business Business Skills for Private Medical Practices

8. What Managing Human Resources Involves Business Skills for Private Medical Practices

9. What Employees Need What do employees need to successfully perform their jobs? Business Skills for Private Medical Practices

10. Successful Employee Performance According to Dr. W. Edwards Deming: “85% of an employee’s ability to perform successfully on the job depends upon the system.” Business Skills for Private Medical Practices

11. So, if an employee is NOT performing satisfactorily on the job, the first place we have to look is: Business Skills for Private Medical Practices

12. OURSELVES! Business Skills for Private Medical Practices

13. Why a Job Description is Important Business Skills for Private Medical Practices

14. Situation #1: Recruitment and Selection What document would have eliminated or minimized this problem? Business Skills for Private Medical Practices

15. Situation #2: Performance Evaluation What document would have eliminated or minimized this problem? Business Skills for Private Medical Practices

16. The Reference Point Announce Vacancy Set Compensation Recruit Terminate Screen Discipline Hire Reward Evaluate Orient Assign Train Business Skills for Private Medical Practices

17. The Reference Point Announce Vacancy Set Compensation Recruit Terminate Screen Discipline Job Description Hire Reward Evaluate Orient Assign Train Business Skills for Private Medical Practices

18. The Job Description • The key responsibilities of the job • The worker activities necessary to accomplish the key responsibilities • The time percentages for the key responsibilities and worker activities • A summary of the key responsibilities • The skills, knowledge and abilities necessary to perform the job Business Skills for Private Medical Practices

19. Sample Job Descriptions: Medical Office Receptionist Office Nurse/ Medical Assistant Business Skills for Private Medical Practices

20. Job Description Worksheet • Title of Position • General Summary of Duties • Key Responsibilities • Worker Activities for Each Key Responsibility • Necessary Knowledge, Skills and Abilities Business Skills for Private Medical Practices

21. How to Recruit, Select and Orient Qualified New Hires Business Skills for Private Medical Practices

22. Recruiting, Selecting and Orienting • What method could you use to recruit applicants for a job? • How could you determine if an applicant is qualified for the job? • What method could you use to identify the best candidate for the job? • What does a new hire need to learn during an orientation session? Business Skills for Private Medical Practices

23. Recruitment Possibilities • Make working at your practice more attractive • Pay staff for referrals • Pay higher wages • Advertise in local paper • Create a brochure for staff Business Skills for Private Medical Practices

24. Recruitment Possibilities • Provide additional benefits • Emphasize flexibility • Advertise online • Provide training for their CV • Use social media Business Skills for Private Medical Practices

25. Selecting the Right Person for the Job Three areas should be checked when screening job applicants: Q u a l i f i c a t i o n s P e r f o r m a n c e V a l u e s F i t Business Skills for Private Medical Practices

26. Are they qualified for the job, based on past training and experience? Business Skills for Private Medical Practices

27. Will they perform the job in a manner acceptable to the practice? Business Skills for Private Medical Practices

28. Do they share the practice’s values? Business Skills for Private Medical Practices

29. The Consequences of a Poor Orientation How typical is this situation? What Else? Business Skills for Private Medical Practices

30. Employee Orientation • Mission and vision • Operations • Structure • Organization charts • Key contacts • Work rules • Benefits • Emergency procedures • Hygiene and safety expectations What Else? Business Skills for Private Medical Practices

31. How to Manage Performance Business Skills for Private Medical Practices

32. Year-Long Performance Management Continue Dialogue and Write Formal Evaluation 5 6. Identify Maintenance, Revision or Remedial Actions ✔ 4 Measure and Give Feedback ✔ ✔ ✔ 1 1 2 3 Identify Key Responsibilities Define Performance Standards Specify Means of Measurement Business Skills for Private Medical Practices

33. Steps in Performance Management 1. Identify the key responsibilities: What is expected For example, B. Manage Patient Appointments Business Skills for Private Medical Practices

34. Steps in Performance Management 2. Clarify specific worker activities: How the key responsibility is to be accomplished For example, B1. Coordinates patient care B2. Schedules appointments B3. Notifies provider of patient’s arrival Business Skills for Private Medical Practices

35. Steps in Performance Management 3. Identify the performance standards: How well the worker activities are to be performed Business Skills for Private Medical Practices

36. Steps in Performance Management 4. Identify the means of measurement: How performance will be measured For example, • Manager observes performance • Customer service questionnaire Business Skills for Private Medical Practices

37. Employee Participation Employee participation in the decision-making for the first four steps in the performance management process will ensure their commitment to and trust in the process. Business Skills for Private Medical Practices

38. Steps in Performance Management 5. Identify the performance results: Give feedback to the employee For example, • What went well and why • What did not go well and why not Business Skills for Private Medical Practices

39. Steps in Performance Management 6. Identify necessary actions: Give feedback to the employee For example, • Maintenance actions • Revision actions • Remedial actions Business Skills for Private Medical Practices

40. Performance Reviews The primary purpose of a performance review is to provide an opportunity for open communication about performance expectations and feedback. Business Skills for Private Medical Practices

41. What Caused this Performance Problem? • What factors have contributed to Dr.LonaMukudi’s poor performance? • In your opinion, what should Olga Adeti do in order to address this poor performance? Business Skills for Private Medical Practices

42. Decision Tree If the employee’s performance is not meeting the established performance standards: • Is this is due to the system? • Were there circumstances beyond the employee’s control? • Is this due to the employee? Business Skills for Private Medical Practices

43. What to Do to Retain Staff Business Skills for Private Medical Practices

44. What Kind of Gardener Are You? How is retaining employees like tending a garden? Business Skills for Private Medical Practices

45. The Three Keys to Retention 1. A successful hire 2. Success on the job 3. A motivational environment Business Skills for Private Medical Practices

46. Retention Self-Assessment Business Skills for Private Medical Practices

47. Why Employees Stay • I know what is expected of me • I have the materials and equipment I need • I have the opportunity to do what I do best • I regularly receive recognition or praise • My supervisor cares about me as a person • Someone encourages my development Business Skills for Private Medical Practices

48. Why Employees Stay • My opinions seem to count • I feel that my job is important • My co-workers want to do high quality work • I have a trusting relationship at work • Someone talks to me about my progress • I have opportunities to learn and grow Business Skills for Private Medical Practices

49. How to Handle Personnel Issues Business Skills for Private Medical Practices

50. Case: The Delivery Debacle • Please consider all of the stages in Felicity’s employment, from her hire to the current situation. Where are all of the places where the human resource management system fell short? Business Skills for Private Medical Practices