Human Resources

Question 1

Define Benefits

Answer 1

Generally indirect and non-cash compensation made to an employee

Question 2

Define Celebrations

Answer 2

The action of marking one’s pleasure at an important event or occasion by engaging in enjoyable, typically social activity.

Question 3

Define Coaching

Answer 3

A working partnership between managers and employees to provide structure, guidance, and support to employees

Question 4

Define Interview Questions

Answer 4

Questions used during a formal meeting to evaluate another person’s ability to perform a job

Question 5

Define Job Description

Answer 5

A written summary listing the elements (tasks, duties, or responsibilities) of a particular job or occupation

Question 6

Define 360 Degree Evaluations

Answer 6

A system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee’s manager, peers, and direct reports.

Question 7

Define Accountability

Answer 7

Answerability, blameworthiness, liability, and the expectation of account-giving. Assuming responsibility for his or her actions.

Question 8

Define Action Items

Answer 8

Specific tasks frequently assigned or accepted at meetings.

Question 9

Define Agenda

Answer 9

A list of meeting topics to be covered.

Question 10

Define Aptitude

Answer 10

Component of competency to do a certain kind of work at a certain level, which can also be considered a “talent.” Aptitudes may be physical or mental.

Question 11

<p>Define Attendance</p>

Answer 11

<p>The action or state of going regularly to or being present in the workplace.</p>

Question 12

<p>Define Background Screening</p>

Answer 12

<p>The process of looking up and compiling criminal records, commercial records, and financial records of an individual or organization.</p>

Question 13

<p>Define Human Resources (HR)</p>

Answer 13

<p>The skills that people can use to produce goods and services; including Employment Practices, Organizational Development, Compensation and Benefits, and Employee Relations.</p>

Question 14

<p>Define Interactive</p>

Answer 14

<p>Influencing or having an effect on each other.</p>

Question 15

<p>Define Interview</p>

Answer 15

<p>An interview is a conversation where questions are asked and answers are given</p>

Question 16

<p>Define Interview Process</p>

Answer 16

<p>A formal meeting in which one or more persons question, consult, or evaluate another person, usually in the context of the hiring process.</p>

Question 17

<p>Define Expectations</p>

Answer 17

<p>What the employee and employer anticipate receiving from the professional relationship. An employer may have performance expectations. An employee has the expectation of wages for time worked.</p>

Question 18

<p>Define Expectations/Goals</p>

Answer 18

<p>The result of achievement toward which effort is directed.</p>

Question 19

<p>Define flexibility</p>

Answer 19

<p>Willingness to change or compromise</p>

Question 20

<p>Define Forward Booking</p>

Answer 20

<p>Scheduling the next appointment for clients prior to their leaving the current appointment. Forward booking is strategic compliance and organizational tool.</p>

Question 21

<p>Define Full-time equivalent (FTE)</p>

Answer 21

<p>A metric used for comparing practices based on a full-time schedule of 40 hours per week.</p>

Question 22

<p>Define Goals</p>

Answer 22

<p>A goal is a desired result that a person or a system envisions, plans, and commits to achieve: a personal or organizational desired end-point in some sort of assumed development.</p>

Question 23

<p>Define High-density scheduling</p>

Answer 23

<p>Refers to any scheduling system where the doctor has access to more than one examination room.</p>

Question 24

<p>Define Horns and Halo Effect</p>

Answer 24

<p>The tendency for an impression created in one area to influence opinion in another area.</p>

Question 25

Define Emergency preparedness

Answer 25

Process of ensuring that an organization has complied with the preventative measures; is in a state of readiness to contain the effects of a forecasted disastrous event to minimize loss of life, injury, and damage to property; and can provide rescue.

Question 26

Define Emotional Intelligence (EI or EQ)

Answer 26

A kind of intelligence or skill that involves the ability to perceive, assess and positively influence one's own and other people's emotions.

Question 27

Define Employee grievance

Answer 27

Specific complaint or formal notice of employee dissatisfaction related to adequacy of pay, job requirements, work conditions, other aspects of employment, or an alleged violation of a collective bargaining agreement.

Question 28

Define employee records

Answer 28

Employee Personnel Files are defined to include the application for employment, the records which are used or have been used to determine an employee's qualifications for promotion, compensation, termination, or disciplinary action.

Question 29

Define Procedure

Answer 29

A fixed step-by-step sequence of activities or course of action (which definite start and end points) that must be followed in the same order to correctly perform a task.

Question 30

Define Progressive discipline

Answer 30

The process of using increasingly severe steps or measures when an employee fails to correct a problem after being given a reasonable opportunity to do so

Question 31

Define Qualified event

Answer 31

A change in your life that can make you eligible for a Special Enrollment Period, usually to enroll in health coverage.

Question 32

Define Registration

Answer 32

Making the commitment, completing the paperwork, and the payment for a continuing education class, webinar, conference, or other forms of delivery for continuing education.

Question 33

Define Registry of Approved Continuing Education (RACE)

Answer 33

Registry of Approved Continuing Education (RACE) program develops and applies uniform standards related to providers and programs of continuing education (CE) in veterinary medicine.

Question 34

Define Severance package

Answer 34

Pay and/or benefits that employees receive when they leave employment at a company

Question 35

Define suspension

Answer 35

Placing an employee, for disciplinary reasons, temporarily off duty. Usually part of progressive disciplinary action.

Question 36

Define termination pay schedule

Answer 36

Refers to some states final paycheck laws that define a specific time frame for when a departing employee must receive their final paycheck.

Question 37

Define Policy

Answer 37

A specific set of systems or principles that guide the decision making of the practice.

Question 38

Define Positive discipline

Answer 38

A discipline model used by schools, in parenting, and in workplaces that focuses on the positive points of behavior, based on the idea there are no bad individuals, just good and bad behaviors

Question 39

Privacy Act 1974

Answer 39

Provides safeguards against invasion of personal privacy through misuse of records by the U.S. Federal Agencies.

Question 40

Define Job duties

Answer 40

Tasks and responsibilities one must perform on a job.

Question 41

Define Legal Implications

Answer 41

The consequences of being involved in something determined by law.

Question 42

Define maximum contribution

Answer 42

The limit to the amount of money one can deduct from their salary to place in a retirement account.

Question 43

Define Mediate

Answer 43

To intervene between people in a dispute in order to bring about an agreement or reconciliation

Question 44

Define Mediation

Answer 44

Intervention in a dispute in order to resolve it; arbitration.

Question 45

Define Negotiations

Answer 45

A strategic discussion that resolves an issue in a way that both parties find acceptable. In a negotiation, each part tries to persuade the other to his or her point of view.

Question 46

Define Open door policy

Answer 46

A phrase indicating that the manager's door is open to every employee. The purpose of an open door policy is to encourage open communication, feedback, and discussion about any matter of importance to an employee.

Question 47

Define open enrollment

Answer 47

A period during which a health insurance company or HMO is statutorily required to accept applicants without regard to health history

Question 48

Define wrongful discharge

Answer 48

A claim in breach of contract or in tort for the ending of an employment contract by an employer, for some unlawful reasons.

Question 49

Define harassment

Answer 49

Any unwanted or undesirable conduct that puts down, shows hostility or an aversion to another person. Harassment can come from co-workers, employers or clients.

Question 50

Define hostile work environment

Answer 50

Exists when conduct by anyone in the workplace has the purpose or effect of creating a hostile, intimidating or offensive working environment.

Question 51

Define in-house continuing education

Answer 51

Continuing education provided by or within the organization

Question 52

Define investigation

Answer 52

Researching, collecting and evaluating information with the intent of confirming the facts or truth of the situations. Examples include the investigation of a hostile work environment claim, a violation of OSHA procedures, or low inventory counts.

Question 53

Define Double-book

Answer 53

Reserve for two different clients at the same time.

Question 54

Define down-time

Answer 54

a time of reduced or inactivity

Question 55

Define total compensation

Answer 55

Is everything the practice provides in exchange for working. It can include wages and benefits such as medical benefits, paid time off, continuing education etc.

Question 56

Define unemployed

Answer 56

Without a paid job but available to work

Question 57

Define Whistle-blowing (blower)

Answer 57

A person who exposes any kind of information or activity that is deemed illegal, dishonest, or not correct within an organization that is either private or public.

Question 58

Define Core Values

Answer 58

Belief systems of the practice. The cultural values that guide team member's work for the practice

Question 59

Define Cost Benefit Analysis

Answer 59

A process by which business decisions are analyzed. The benefits of a given situation or business-related action are summed and then the costs associated with taking that action are subtracted.

Question 60

Define cross-training

Answer 60

Training that covers several tasks within a department or multiple departments within an organization

Question 61

Define deadlines

Answer 61

The latest date or time by which a task or project should be completed.

Question 62

Define Delegate

Answer 62

authorizing subordinates to make certain decisions.

Question 63

Define department collaboration

Answer 63

When two or more departments are able to jointly improve, update or create a service, policy or procedure for the practice.

Question 64

Define Diversity

Answer 64

The condition of having or being composed of different elements.

Question 65

Define Communication

Answer 65

The act or process of using words, sounds, signs, or behaviors to express or exchange information or to express your ideas, thought, feelings, etc., to someone else.

Question 66

Define compensation budget

Answer 66

An estimate of salary or wage expenditures for a set period of time

Question 67

Define confidentiality

Answer 67

Restricting the dissemination of information

Question 68

Define Continuing Education (CE)

Answer 68

On-going training of staff through refresher courses, journals and texts, conferences, educational programs, and self-study courses.

Question 69

Define Team Building

Answer 69

The use of different types of interventions that are aimed at enhancing social relations and clarifying team members' roles, as well as solving tasks and interpersonal problems that affect team functionality.

Question 70

Define System

Answer 70

A set of detailed methods, procedures and routines created to carry out a specific activity, perform a duty, or solve a problem

Question 71

Define Support Staff/DVM Ratio

Answer 71

Refers to how many support staff members are on duty compared to number of doctors on duty at a time. Six support staff for two doctors would be a 3:1 ratio.

Question 72

Define staff meeting facilitation

Answer 72

The act of planning and conduction a staff meeting.

Question 73

Define Results-oriented

Answer 73

A term used to describe knowing what results are important, and focusing resources to achieve them.

Question 74

Define Expense Reimbursement Policy

Answer 74

A written policy that outlines what forms to use, when to submit them, the need to retain all receipt and when the reimbursement will be made.

Question 75

Define training

Answer 75

Teaching skill sets to employees

Question 76

Define Time off Requests

Answer 76

Requests for time periods when you are not required to work

Question 77

Define To-do lists

Answer 77

A systematic way to record items that need to be completed

Question 78

Define Team Interviews

Answer 78

A type of employment interview involving the participation of two or more current employees

Question 79

Define employement status

Answer 79

The legal status and classification of someone in employment as either an employee or someone working on their own account (self-employed).

Question 80

Define empowerment

Answer 80

To give power or authority to; authorize, especially by legal or official means.

Question 81

Define Essential Functions

Answer 81

Those functions that the individual who holds the position must be able to perform unaided, or with the assistance of reasonable accommodation.

Question 82

Define Employee Benefits Review

Answer 82

A process by which an organization reviews and measures their employee benefits as a competitive factor for attracting employees.

Question 83

Define employee surveillance

Answer 83

The use of various methods of workplace surveillance to gather information about the activities and locations of staff members.

Question 84

Define employee retention

Answer 84

The ability of an organization to retain employees and reduce staff turn-over ((#of positions retained)/(# of positions in the organization))x100

Question 85

Define Corrective Action

Answer 85

Process of communicating with employees to improve unacceptable behavior or performance and setting standards and consequences for not meeting those standards.

Question 86

Define documentation

Answer 86

Materials that provide official information or evidence that serves as a record

Question 87

Define due process

Answer 87

The legal requirement that the state must respect all legal rights that are owed to a person

Question 88

Define contribution

Answer 88

A gift or payment to a common fund or collection

Question 89

Define Continuing Professional Development

Answer 89

Another term for continuing education

Question 90

Define conuting education policy

Answer 90

A written policy, typically within the practice Hospital Employee Handbook, that includes but isn't limited to; details on what courses are acceptable, expenses that will and will no be reimbursable, and the process for scheduling.

Question 91

Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA)

Answer 91

Allows for limited continuation of group health benefits to covered employees who leave their employment under certain circumstances.

Question 92

Define Constructive Discharge

Answer 92

Occurs when an employee resigns as a result of an employer creating a hostile work environment.

Question 93

Define Continuing Education Allowance

Answer 93

A specific amount set aside per employee, usually annually, to be spent on continuing education expenses.

Question 94

Define Continuing Education Credit

Answer 94

A measure used in continuing education programs that are earned upon completion of that program. Many professional licenses or certifications require a specific amount of credits in order to renew the license or certification.

Question 95

Define Audits

Answer 95

Systematic inspection of records for accuracy and compliance. Typically done for medical records, financial records, tax records, safety records.

Question 96

Define Benefits Waiting Period

Answer 96

The period of time before an employee is eligible for a benefit

Question 97

Define Code of Conduct

Answer 97

A set of rules outlining social norms, and rules and responsibilities of, or proper practices for an individual or organization.

Question 98

Define Confidential

Answer 98

Limited to persons authorized to use information, documents, etc.

Question 99

Define Conflict Resolution

Answer 99

Process of resolving a dispute or disagreement

Question 100

Affordable Care Act 2010 (ACA)

Answer 100

U.S. Federal statute mainly designed to expand access to health care insurance, decrease rising costs, and focus on prevention and wellness.

Question 101

Define Arbitration

Answer 101

A form of settlement negotiation facilitated by a neutral third party.

Question 102

Define Motivation

Answer 102

It is the process of stimulating people to actions to accomplish the goals.

Question 103

Define Onboarding

Answer 103

The planned and executed process of welcoming, orienting and training a new employee.

Question 104

Define Participation

Answer 104

The action of taking part in something

Question 105

Define Working Interview

Answer 105

To have an applicant prove their job skills to you by having them perform the duties of the job alongside their future co-workers. This is also an opportunity to ensure that they are a good fit for the organization.

Question 106

Define Workflow

Answer 106

The progression of steps (tasks, events, actions, etc.,) that comprise a work process. A repeatable pattern of activity.

Question 107

Define Wage Review

Answer 107

The assessment or review of the salary paid to an employee, where decisions are taken on whether the employee's pay should be increased, etc.

Question 108

Define Vision Statement

Answer 108

A statement that defines and clarifies the direction in which an organization needs to move

Question 109

Define Vendor appointments

Answer 109

Specific times scheduled with an outside party related to products and supplies for the business.

Question 110

Define Role-Playing

Answer 110

The changing of one's behavior to assume a role, usually in the context of training sessions.

Question 111

Define Learning Styles

Answer 111

The way, or ways, in which an individual prefers and is most successful at learning. Examples include: visual, auditory, kinesthetic, tactile and analytical.

Question 112

Define Management Style

Answer 112

The method of leadership that an administrator usually employees when running a business.

Question 113

Define Patient Scheduling

Answer 113

The act of communicating with a client to define a specific time for them to visit the hospital.

Question 114

Define Protected Class Awareness

Answer 114

A protected class is a group of people with a common characteristic who are legally protected from employment discrimination on the basis of that characteristic.

Question 115

Define prioritizing

Answer 115

To determine the order in dealing with or completing tasks according to their relative importance.

Question 116

Define Pre-Adverse Action and Adverse Action

Answer 116

Adverse action means a denial of employment, or any other decision for employment purposes, that adversely affects any current or prospective employee. The employer must provide a notice to the applicant prior to taking the adverse action.

Question 117

Define Performance Improvement Plan (PIP)

Answer 117

A plan aimed at improving an employee's performance and/or behavior. Use a PIP to identify a performance problem(s) and look for ways to improve the performance of a staff member.

Question 118

Define Performance Evaluation

Answer 118

A system used to determine and report how well an individual employee has performed during a period of time.

Question 119

Define Peer Evaluations

Answer 119

The evaluation of creative work or performance by other people in the same field in order to maintain or enhance the quality of work, or performance in that field.

Question 120

Define Mission Statement

Answer 120

A statement of the role, or purpose by which a practice intends to serve its stakeholders.

Question 121

Define Exit Interview

Answer 121

Interview between an employer and a departing employee, conducted in part to determine why the employee is leaving the employment, regardless of circumstances.

Question 122

Define Mentoring

Answer 122

Informal relationship where, on an ongoing basis, a more experienced individual offers guidance and/or career advice to a less experienced colleague.

Question 123

Define Minutes

Answer 123

Written or recorded documentation used to inform attendees or non-attendees what was discussed at the meeting. Minutes frequently include attendees, agenda, decisions, action items, and due dates.

Question 124

Define Leadership

Answer 124

The art of guiding people in a manner that commands their respect, confidence, and whole-hearted cooperation

Question 125

Define Job Satisfaction Survey

Answer 125

A survey given to employees where the intent of the questions is meant to help determine the level of contentment or satisfaction with their position or specific tasks.

Question 126

Define Knowledge Gaps

Answer 126

An area of knowledge or training that is absent in an individual, department, or company. The purpose of identifying Knowledge Gaps is to then fill in those gaps with appropriate training.

Question 127

Define Relief Veterinarian (DVM)

Answer 127

A veterinarian who works for a veterinary hospital on a temporary basis.

Question 128

Define Regency Error

Answer 128

Inaccuracy of flaw in performance appraisal or job interview, caused by the evaluator's or the interviewer's reliance on the most recent occurrences of the employee's or the applicant's behavior.

Question 129

Define Reference Checks

Answer 129

Contacting previous employers of a job applicant to determine his or her job history.

Question 130

Define Reasonable Accommodation

Answer 130

As defined by the U.S. Department of Justice, "any modification or adjustment to a job or the work environment that will enable a qualified applicant or employee with a disability to participate in the application process or to perform their job."

Question 131

Define Skill Sets

Answer 131

A person's range of skills or abilities.

Question 132

Define Employee Turnover

Answer 132

Employee turnover refers to the percentage of workers who leave an organization and are related by new employees.

Question 133

Define Employment Manual

Answer 133

Manuals explaining the terms and conditions employees must operate under while working for a given business.

Question 134

Federal law that protects employees over 40 years of age from discrimination in employment practices based on the employee's age

Answer 134

Age Discrimination in Employment Act (ADEA)

Question 135

Five Areas of HR function

Answer 135

``` Basic workplace policies Staffing Compensation and Benefits Training, Developing, and Retaining Employees Regulatory Issues ```

Question 136

Four Disciplines Necessary for effective performance management

Answer 136

1. Hold all employees accountable for their local performance outcomes 2. Teach all employees to identify, deploy, and develop their strengths 3. Align all performance appraisals and review systems around identifying, deploying, and developing employee strengths. 4. Design and build each role to create world-class performers in the role

Question 137

Moral Distress

Answer 137

When you know the ethically appropriate action to take, but you are unable to act upon it, and you act in a manner contrary to your personal and professional values, which undermines your integrity and authenticity.

Question 138

The 4 A's to rise above moral distress

Answer 138

1. Ask - reflect on your present feelings and ask yourself questions to determine whether moral distress is present. 2. Affirm - Make a commitment to address the moral distress 3. Assess - Contemplate readiness to act, considering the risks and benefits 4. Act - Implement strategies to initiate changes and manage any resulting setbacks. Also where you preserve your integrity and authenticity.

Question 139

Symptoms of compassion fatigue

Answer 139

``` Resulting behaviors that become recognized as resulting from compassion fatigue Bottled-up emotions Impulse to rescue animals in need Isolation from others Sadness and Apathy Need to voice excessive complaints about management and coworkers Lack of interest in self-care practices Reoccurring nightmares and flash backs Persistent physical ailments Difficulty with concentrating Mental Fatigue Proneness to accidents. ```

Question 140

Three levels of minimizing compassion fatigue

Answer 140

1. The professional must take care of their own self-needs, use the opportunity to rest and relax and recharge and putting their personal needs at the bottom of the list. 2. Be mindful to treat our colleagues well, to provide mentoring and support and have the conversations about the negative feelings that can arise while caring for others. 3. Organization's responsibility to care for its workers, to create a culture where compassion is emulated and rewarded.

Question 141

Five types of records needed in employee files

Answer 141

``` Personnel Files Medical Records Files Equal Employment Opportunity Data I-9 Paryoll and Benefits ```

Question 142

At-Will Employment

Answer 142

Unless a specific provision in an employment contract states an agreed-upon duration of employment, employees may quit and employers may terminate "at-will" according to their own preference.

Question 143

ABCDEF Formula for Corrective Action Meetings

Answer 143

``` A = Awareness - explain problem clearly B = Behavioral Expectations - Explain needed improvement and acceptable behavior C = Consequences - Know what consequences you will give the employee D = Decision Confirmed - Ask employee if willing to change behavior - employee makes commitment E = Employee Involvement - Employee makes action plan F = Follow Up - set a time frame and meet with the employee to discuss progress. ```

Question 144

Three basic steps of hiring a new employee

Answer 144

Recruitment, Screening and Selection

Question 145

Sources of Information about Candidates

Answer 145

Letter of Qualification, Resume, Letters of Reference, Telephone Calls to references, Internet Searches

Question 146

Mediums to Place Help Wanted Ads

Answer 146

``` Placement Services Employment Agencies Professional Recruiting Agencies Temporary Services High Schools and Trade Schools Professional Schools Current Employees Personal Contacts Other Practices Vendor Reps and Salespeople Professional Networking Clients Newspaper Advertising Professional Journal Publication Ads Assocation Newsletters Other Newspapers/Letters Marquis Advertising Web/Internet Advertising ```

Question 147

Parts of a Job Description

Answer 147

``` Position Title Summary List of Duties and Responsibilities Description of Necessary Skills and Qualifications Description of Accountability ```

Question 148

Two key ingredients in a complete plan for staff acquisition

Answer 148

Budget and Job Description

Question 149

Job Description

Answer 149

Outlines of the duties and responsibilities of each position in the hospital

Question 150

Three Components of a Message

Answer 150

Verbal (The Words Used) 7% Paraverbal (Tone of Voice) 38% Nonverbal (Eye contact, facial expressions, posture) 55%

Question 151

The 12 C's for team building

Answer 151

``` Clear expectations Context Commitment Competence Charter Control Collaboration Communication Creative Innovation Consequences Coordination Cultural Change ```

Question 152

Emotional Intelligence

Answer 152

The ability to identify, assess, and control one's emotions

Question 153

Empower

Answer 153

To give power or authority to; to authorize; to enable or permit

Question 154

Expectancy Theory

Answer 154

The theory that motivation is increased when employees believe that increased effort leads to desired results

Question 155

Chart of Maslow's Hierarchy of Needs

Answer 155

``` Self Actualization (top) Esteem Needs Relationship Needs Safety Needs Physiological Needs (bottom) ```

Question 156

Compensation

Answer 156

Total monetary pay given to employees for their work during a period. Can represent both monetary and non-monetary amounts paid to employees.

Question 157

Objectives of a compensation system

Answer 157

Attract, retain, and motivate high performers maintain internal consistency in how people are paid recognize and reward performance

Question 158

Steps to develop a compensation system

Answer 158

1. Identifying positions in the practice and critical skills and attributes for each position 2. Identify community pay scales 3. Communicate expectations to employees 4. Evaluate performance based on expectations 5. Determine Pay

Question 159

SIMPLE IRA

Answer 159

Savings Incentive Match Plan for Employees * Allows eligible employees to set aside part of their pre-tax compensation to contribute to the plan * Employer required to match dollar for dollar or a specified percentage nonelective contribution to all eligible employees

Question 160

Hiring Cycle

Answer 160

1. Identify Need for a hire 2. Determine skills/level of personnel 3. Can someone in-house be promoted? 4. Write/review job description 5. Determine where to source candidates 6. Develop screening process 7. Create ad and place 8. Respond to applicants in a timely manner 9. Evaluate candidates 10. Make offer 11. Obtain signature accepting position 12. Inform new hire of orientation schedule 13. Develop training schedule 14. Have mentor program in place 15. Set feedback timeline

Question 161

Behavioral interviewing

Answer 161

A job interview technique in which the applicant is asked to describe past behavior and experiences to help determine appropriateness for the current position.

Question 162

The Four C's of Onboarding

Answer 162

Compliance Clarification Culture Connection

Question 163

70/20/10 Rule

Answer 163

Lombardo and Eichinger 70% of learning within an organization should come from on-the -job training 20% from coaching and mentoring 10% from courses, lectures, formal training

Question 164

Employment Development

Answer 164

Helps improve the vision, empowerment, learning and problem solving abilities of team members

Question 165

Mission

Answer 165

The purpose of the hospital; the fundamental reason that the practice exists

Question 166

Vision

Answer 166

The desired future of the practice

Question 167

Values

Answer 167

Guiding principles that are not to be compromised during change; providers ethical guidance and will not be violated

Question 168

Organizational Development

Answer 168

The development, improvement, and effectiveness of an organization that include culture, values, system, and behaviors.

Question 169

Human Skill

Answer 169

The ability to understand people and what motivates them and to be able to direct their behavior through effective leadership

Question 170

Technical Skill

Answer 170

The ability to apply leadership, skill, and knowledge of equipment, procedures, and hospital policies to team members in an effective ambitious manner

Question 171

Conceptual Skill

Answer 171

The ability to sense how the leadership style affects the practice and to make change in a positive way.

Question 172

The Four R's of Team Management

Answer 172

Responsibility - A duty or obligation that a team member is expected to uphold Respect - Consideration or esteem given to another person Rapport - Mutual Trust or emotional relationship that exists among team members Recognition - achievement

Question 173

SMART Goals

Answer 173

``` S: Specific M: Measurable A: Agreed/Achievable/Action-Oriented R: Realistic T: Time Bound ```

Question 174

Six step approach to effective coaching for the exam room

Answer 174

1. Preparation - be prepared before client arrival 2. Approach - Greeting clients/how you enter the room 3. Diagnosis - diagnosis of the client, effective listening and questioning 4. Recommendation - connect pet owners' concerns to a product, service, or program 5. Addressing concerns - Acknowledge, clarify, answer, verify, close 6. Commitment & Follow - Up - Summarize key points complete records, verify and schedule rechecks

Question 175

True or Fals: It is important for managers to remember that reviews are about performance and not goals

Answer 175

False - It is important fo rmanagers to remember that reviews are about performance and not blame.

Question 176

Employee performance reviews should include:

Answer 176

* Clarity about goals and direction * Addressing team member accomplishments * Address concerns over policy and procedure

Question 177

Productive staff meetings need to have _________ decided in advance

Answer 177

Goals

Question 178

What are some ways to engage team members at a staff meeting?

Answer 178

* Publicly praise work well done and celebrate success * Do not allow meetings to turn into gripe sessions * Share important information, changes, and progress towards goals so people want to be at the meeting and not miss out on the announcements * Learning games or ice breaker exercises.

Question 179

True or False: Staff Meetings are a good way to create team bonding and introduce new policies, or products but they rarey show a financial return on investment.

Answer 179

False

Question 180

What are the benefits of cross-training include:

Answer 180

* Employee knowledge of the practice as a whole, and the roles of others in the practice * When team members are ill or absent, client service and wait times do not have to decline. * Places another level of employee accountability into the system, helping to reduce the occurrence of fraud and theft.

Question 181

When it comes to management, daily work assignments ______ and _____ are the keys to a successful veterinary practice.

Answer 181

Delegation and Empowerment

Question 182

What are the Four 4's of team management

Answer 182

Responsibilty Respect Rapport Recognition

Question 183

In Dense Scheduling, how long are the appointments for wellness care?

Answer 183

15 minutes

Question 184

Regarding the practice client schedule, what is the definition of an emergency.

Answer 184

Where no doctor is immediately available and one must be pulled from another client

Question 185

What type of scheduling makes the best possible use of the facility space and team?

Answer 185

Dense Scheduling

Question 186

True or False: The foundation of successful individual development plans consist of creating a culture where coaching is expected and appreciated

Answer 186

False - establishing a learning environment and a practice culture where training is a continuous event for all employees is the foundation for this program.

Question 187

When it comes to individual development plans, what are the three main details that should be addressed?

Answer 187

Development, training, and career management

Question 188

_____ is the planned and executed process of welcoming, orienting, and training a new employee

Answer 188

Onboarding

Question 189

A pre-adverse action letter should be used when?

Answer 189

When considering not hiring a candidate due to details revealed in a pre-employment background check

Question 190

_____ refers to the degree to which the test actually measures what it claims to measure

Answer 190

Validity

Question 191

What are the 5 key factors in considering when to hire?

Answer 191

``` Veterinary Staff Ratio Veterinary Production Team Member Production Staff Payroll Percentages Hospital Workflow ```

Question 192

Employee Life Cycle

Answer 192

Acquisition to Orientation and Training to Performance Feedback and Evaluation to Leave the Practice

Question 193

Reliability

Answer 193

How dependably or consistently a test measures a characteristic

Question 194

Three Main parts of an individual development plan

Answer 194

* Training - An ongoing process that focuses on the employee's current job and it's related knowledge skills, and abilities * Development - Focuses on skills, knowledge, and abilities that are not necessarily focused on their current job * Career Management - Serving as a career coach for employees and supporting them through the employment cycle

Question 195

Role of a meeting facilitator

Answer 195

Starting and ending the meeting on time Controlling topics Preventing negativity from overcoming the team Prioritizng topics Tactfully preventing a team member from dominating the meeting

Question 196

Three most common types of reviews

Answer 196

* 360 Peer Review - A system or process in which employees receive confidential, anonymous feedback from the people who worked around them. Typically includes managers, peers, and direct reports. * Self Review - A system that asks team members to give their objective assessment of their performance within a specific time frame * Job Satisfaction Survey - Created to assess the team members true job satisfaction

Question 197

Four disciplines necessary for effective performance review.

Answer 197

1. Hold all employees accountable for their local performance outcomes 2. Teach all employees to identify, deploy, and develop their strengths 3. Aligh all performance appraisals and review systems around identifying, deploying, and developing employee strengths 4. Design and build each role to create world class performers in the role.

Question 198

In regards to changing organizational culture, there are five key steps in making a culture change within a practice. What are those 5 steps, and of those 5 steps, which step states that "The bottom line is that if a leader wants to create a different culture within the hospital, the leader has to go first?

Answer 198

* Define the cluture * Align Behaviors with the desired culture * **Commit to the change*** * Support the shift * Grow the team

Question 199

Emotional Intelligence is often described by five levels of competence in which to focus on personal improvement. What are those 5 levels.

Answer 199

``` Self-awareness Self-Control Self-Motivation Empathy Effective Management of Relationships ```

Question 200

Four steps of the management process

Answer 200

Planning Organizing Directing Evaluation

Question 201

Onboarding

Answer 201

Implementing and using a plan to start a new employee out effectively with a prepared welcome, orientation, and training schedule

Question 202

Three basic approaches to employee performance evaluations

Answer 202

Formal performance reviews Coaching coversations corrective-action discussion

Question 203

Employers Responsibilities under OSHA laws

Answer 203

* Provide a workplace, insofar, as possible, free from recognized or unnecessary hazards * Set and enforce safety rules in the workplace and to communicate those rules to staff members in a clear and concise manner * Provide PPE and proper instructions for its use so that staff members can perform tasks safely. * Provide training and instructions for staff members to understand the hazards associated with their jobs and the steps necessary to protect themselves.

Question 204

OSHA

Answer 204

Created to enact and enforce safety rules for American workplaces. These rules are known as standards and are published in Title 29 of the Code of Federal Regulations Occupational Safety and Health Administration

Question 205

The four elements to OSHA's compliance and safety program

Answer 205

Administrative Tasks Evaluation and control of facility or procedural hazards The use of PPE Staff Training

Question 206

Information found on MSDS sheets

Answer 206

* Identity of the chemical * Physical and chemical characteristics * Health hazards * Permissible exposure limits * Whether it is a carcinogen * Emergency first aid procedures * Specific hazards (fire, health, reactivity, special hazard, PPE)

Question 207

Hazardous Material List Items

Answer 207

``` Injectable Medications Pesticides Antiseptics Disinfectants Sanitizers Laboratory Reagants Radiographic Chemicals and Supplies Disinfectants and hospital sanitizers (including bleach but not routine cleaners) Compressed gases ```

Question 208

What items/information should new employees need immediate awareness of.

Answer 208

* Location of first aid kit, eye wash stations and emergency exits * Location of PPE and instructions on use * Location of mandatory posters * Location of hospital safety manual * Copies of all applicable OSHA standards

Question 209

Three elements created to help motivate employees to their highest potential

Answer 209

Autonomy Mastery Purpose

Question 210

Herzberg's Motivator Hygiene Theory

Answer 210

The theory that meeting basic needs results in motivation and increased performance

Question 211

What are phase training lists and what are 4 benefits of using them

Answer 211

Outlines the progressive steps in training for a specific position within the practice. 1. Helps ensure team members are trained properly 2. Aids in titrating information/instruction to the employee to avoid overloading them early in the process 3. Provides a resource for training prep for the trainer 4. Provides reference and review material for the new employee and phase training can accommodate a new employee that already has some experience.

Question 212

Bonafide Occupational Qualification BFOQ

Answer 212

To establish the defense of BFOQ, the employer has the burden of proving that a particular class of employees would be unable to perform the job safely or efficiently and the BFOQ is reasonably necessary to the operation of the business.

Question 213

Four necessary elements to hold working interviews

Answer 213

Must be on payroll Must be eligible to work in U.S. Must be paid at least minimum wage Must be covered under WC

Question 214

What are the federal retention laws for applicant documents such as resumes and employment applications?

Answer 214

One year form filling the position unless you suspect the applicant is over 40 years of age. Title VII - ADA - Age Discrimination and Employement Act - EEOC enforces

Question 215

Federal law that prohibits discrimination in employment practices based on an employee's disability.

Answer 215

Americans with Disabilities Act (ADA)

Question 216

Federal law that establishes minimum wage, overtime pay, recordkeeping, and child labor standards affecting full-time and part-time workers

Answer 216

Fair Labor Standards Act (FLSA)

Question 217

Family and Medical Leave Act (FMLA)

Answer 217

Federal law that allows certain employees to take up to 12 weeks of unpaid, job-protected leave each year for the birth and care of a child, for placement with the employee of an adopted or foster child, for the employee's own serious health condition which causes them not to be able to work, or to care for a serious health condition of a child, spouse, parent or next-of-kin military service member

Question 218

Immigration Naturalization form to confirm employment eligibility in the United States

Answer 218

I-9 Form

Question 219

Federal Law that prohibits discrimination in the workplace based on an employee's sex, race, religion, color, veteran status, marital status, genetic information, age, disability, or national origin

Answer 219

Title VII of the 1964 Civil Rights Act

Question 220

Culture

Answer 220

The sum of all the characteristics that describe "the way we do things around here". It is the set of rules, procedures, processes, attitudes, communication methods, training protocols, or work styles that set the tone for a practice.

Question 221

What are the four perspectives essential in any practice

Answer 221

* Financial-most frequently used to evaluate a practice's success or failure * Customer/Client * Internal business processes * Learning and growth

Question 222

What is the team model that is used to facilitate full disclosure discussions surround medical records and medical record errors.

Answer 222

``` T = truth, teamwork, and transparency E = empathy A = apology and accountability M = management ```

Question 223

What are the steps of the Change Curve for organizational culture

Answer 223

``` Define the culture Align the behaviors with the desired culture Commit to the change Support the shift Grow the team ```

Question 224

A practice without conflicts could indicate what type of practice dynamic, and what are potential negative side effects of those dynamics?

Answer 224

a. Staff members may be afraid to speak up. The practice culture is one where team members are trained to do what they are told. The team all thinks so much alike that there is little creative tension to promote innovation or change. b. This type of environment can sap the team’s enthusiasm and initiative. It can also encourage passive resistance because open conflict and difference of opinions isn’t tolerated.

Question 225

What are the potential risks of delaying a discussion once an issue is known?

Answer 225

a. May result in additional conflict. | b. May be interpreted that management is not interested in the problem.

Question 226

What is the four step method for successful intervention regarding conflict management?

Answer 226

1 - Confront The Behavior – call the 2 employees into your office (if 2 departments, call in the supervisors), explain that their behavior isn’t acceptable and that you expect them to turn it around. 2 - Talk It Out – explain that they are professionals and you expect them to listen to one another and work out a solution. Parties take turns talking and listening without interrupting, which should begin to discover solutions. 3 - Hold Team Members Accountable For Solutions – once they have heard each other out, tell them you have confidence in them to find a solution, and give them 1 or 2 days and meet again to hear their solution. 4 - Follow-up and Feedback – hold short, weekly check-ins where you ask each team member in front of the other how things are going. Gradually phase out the meetings as the conflict resolves, and compliment them when you see evidence of cooperation.

Question 227

Define the ideal witness to a termination.

Answer 227

a. The same gender, and in a supervisory position, not a direct peer of the employee being terminated

Question 228

What are the express exceptions to At-Will employment.

Answer 228

a. Collective bargaining agreements. b. Specific contracts that indicate a specific length of employment. c. Dismissals based on race, sex, color, national origin, or religion, prohibited by Title VII of The Civil Rights Act. d. Dismissal because of pregnancy, prohibited by the Pregnancy Discrimination Act. e. Dismissal based on age if over 40, prohibited by the Age Discrimination in Employment Act. f. Dismissals because an employee refuses to work in a workplace they consider unsafe, or because they have exercised their rights under the Occupational Safety and Health Act. g. Dismissal due to bankruptcy, prohibited by the Bankruptcy Reform Act. h. Dismissal because of service on a federal jury, prohibited by federal law.

Question 229

What is the suggested protocol for an employee who is performing poorly due to a short term personal life stressor?

Answer 229

a. They should be advised that it is unsatisfactory, and that if not for these problems, they would be terminated, but will be given the opportunity to improve once the short term problems are resolved. Re-evaluate at that time.

Question 230

Which plan enables employees to make their medical insurance premium payment before taxes are deducted from their paycheck, and can also mean substantial pretax savings for employers?

Answer 230

a. Section 125 Plans.

Question 231

Regarding evaluating medical insurance plans; what are the ingredients that should be included when creating a checklist to aid evaluation.

Answer 231

1. Basic type of plan (PPO, HMO, POS). 2. Details of coverage. 3. Size of the providers and related services and facilities within the network. 4. Cost to employer, employees, dependents, and deductibles and co-pays. 5. Employee eligibility. 6. Simplicity of administration.

Question 232

What common veterinary employee benefit does the IRS require be reported as taxable, and what percent is the cut off for not reporting it?

Answer 232

a. The employee pet health discount policy that discounts services at greater than 20%. All discounts after 20% need to be reported as taxable.

Question 233

Which documents should be included in a personnel file

Answer 233

1. Employment application, resume, interview notes, background checks. 2. Job description. 3. Offer of employment letter. 4. Performance evaluations, education, and training. 5. Disciplinary documents. 6. Emergency contact information. 7. Tax withholding forms (W-2) 8. Copy of degrees, diplomas, certifications. 9. Contracts, agreements, non-compete agreements. 10. Employee action forms such as change of wage, position, and department. 11. Leave of absence and attendance records (except FMLA).

Question 234

What should not be included on an employment application?

Answer 234

• Any question that asks personal details instead of professional details.

Question 235

Types of Interviews

Answer 235

``` Telephone Pre-Screen Direct one on one interview Panel interview Video interview Working interview ```

Question 236

What is the halo effect when conduction interviews?

Answer 236

Having a bias for a candidate - allowing good qualities to overshadow areas where they lack experience

Question 237

What is pre-employment screening and when would you use it?

Answer 237

Used to gain a deeper understanding of behavior.

Question 238

Checking Professional References

Answer 238

Should be checked before, not after extending offer of employment. • Reference checking procedures should be applied uniformly. • All questions should be job related. • Collect facts, don’t offer opinions. • Do not write reference notes on application or resume.

Question 239

Backgrounds Investigations

Answer 239

Only after a contingent offer has been made. • Outsourced. • Fair Credit Reporting Act notifications, authorizations and requirements. • Examples; criminal history, social security trace, motor vehicle records, confirm qualifications, drug testing. • When results have a negative effect on the hiring process; o Pre-adverse action letter to inform candidate adverse action is possible. o Adverse action letter to inform candidate adverse action is immanent.

Question 240

What is a reasonable training investment?

Answer 240

1-2% of the hospital's annual revenue

Question 241

What are the three most common reasons why staff members leave the practice and leave the profession?

Answer 241

1. Lack of positive feedback. 2. Lack of training opportunities. 3. Failure of management to include them in the larger strategic vision of the practice.

Question 242

Three main ingredients of individual development palns

Answer 242

• Training – an ongoing process that focusses on the employees' current job and its related knowledge, skills, and abilities. • Development – focuses on skills, knowledge, and abilities that are not necessarily focused on their current job. • Career Management – serving as a career coach for employees and supporting them through the employment cycle.

Question 243

Two goals of an effective appointment schedule

Answer 243

1. To eliminate client wait time. 2. To maximize the efficiency of the doctors, the support staff and the facility by minimizing downtime between clients or patient procedures.

Question 244

Considerations when making an appointment schedule

Answer 244

* The number of doctors available during any particular period. * The relative efficiency of the doctors. * The time allotted to each appointment. * The number of patients presented by each client. * Types of cases seen. * The number of exam or consult rooms. * The hours of hospital operation, including the hours for scheduled and nonscheduled activities. * Favored client times for veterinary care. * Veterinary technician appointments.

Question 245

Ways to prevent potential appointment problems

Answer 245

• Appointment cards should always be given to clients who make the appointment while in the clinic. • Proper hospital protocols that prepare the team for unexpected appointment challenges. • Advanced reminders within 24 hours of the appointment is considered best practice. Any of these are acceptable; • Phone calls. • Text. • Automated services. • E-mail.

Question 246

What are benefits of a well-designed staff schedule

Answer 246

Maximize practice productivity via consistent customer service and patient care. • Schedule flexibility is one of the most desired employee benefits, therefore it is an important component in staff morale, productivity and retention.

Question 247

Staff leveraging

Answer 247

assigning or scheduling the number of support staff needed to enable the doctors to perform as efficiently as possible. The ultimate profitability of a veterinary practice depends on the successful leveraging of veterinary skills over its non veterinary staff. Leveraging is critical because the veterinarians time and availability comprise the limiting factor, or bottleneck, in the delivery of veterinary services.

Question 248

Cross-Training

Answer 248

Training that covers several tasks within a department or multiple departments within an organization.

Question 249

Benefits of Cross-Training

Answer 249

• Employee knowledge of the practice as a whole, and the roles of others in the practice, grows. • When team members are ill or absent, client service and wait times do not have to decline. • Places another level of employee accountability into the system, helping to reduce the occurrence of fraud and theft.

Question 250

The most successful employee performance review programs typically combine four elements:

Answer 250

1. Regular informal feedback by supervisors. 2. Performance goals that are set by the employee and the supervisor. 3. Action Plans to address performance or disciplinary problems. 4. Formal reviews that document the “big picture”.

Question 251

Potential pitfalls of employee reviews

Answer 251

* Spending more time on performance review than performance planning. * Be careful comparing employees. * Forgetting the review is about performance and not blame. * Stopping reviews when pay is not longer tied to the review. * Believing the manager is in a position to accurately assess team members. * Thinking all employees and all jobs should be assessed the same way. * Cancelling or postponing reviews. * Measuring the trivial. * Surprising a team member during the review.

Question 252

The top 3 issues that cause conflict in the workplace environment

Answer 252

* Gossip. * Lack of training. * Lack of communication.

Question 253

Conflict Management | 4 Step Method for Successful Intervention:

Answer 253

1 - Confront The Behavior – call the 2 employees into your office (if 2 departments, call in the supervisors), explain that their behavior isn’t acceptable and that you expect them to turn it around. 2 - Talk It Out – explain that they are professionals and you expect them to listen to one another and work out a solution. Parties take turns talking and listening without interrupting, which should begin to discover solutions. 3 - Hold Team Members Accountable For Solutions – once they have heard each other out, tell them you have confidence in them to find a solution, and give them 1 or 2 days and meet again to hear their solution. 4 - Follow-up and Feedback – hold short, weekly check-ins where you ask each team member in front of the other how things are going. Gradually phase out the meetings as the conflict resolves, and compliment them when you see evidence of cooperation.

Question 254

Just Cause Employment Relationship

Answer 254

form of employment in which the employee can only be disciplined or terminated for a sufficient reason (some examples are misconduct, negligence or theft). In a few states and in some situations an employer must show “just cause” for the discipline of an employee or the court can order the employer to compensate the employee/former employee.

Question 255

Some strategies to minimize the potential for a wrongful discharge claim

Answer 255

• Written employment evaluations should be completed on a regular basis. • When an employees performance is unsatisfactory, regular raise increases should be withheld until performance improves to justify a raise. • Contracts and employment manuals should specify that employees may be terminated by the employer on two weeks notice, with or without cause. • Employees should be educated on the details of all policies, such as tardiness and absenteeism, and the policies should be applied to all employees equally. • No employment decisions should ever be made for reasons related to any protected class. • If an employee is performing poorly due to a short term life stressor such as family death or illness, they should be advised that it is unsatisfactory, and that if not for these problems, they would be terminated, but will be given the opportunity to improve once the short term problems are resolved. Re-evaluate at that time.

Question 256

Examples of necessary and appropriate reason for termination

Answer 256

• Unsatisfactory performance of duties. • Excessive tardiness or absenteeism. • Practice finances call for the elimination of a position(s), in which case the employee is being laid-off for business reasons. • Chronic insubordination.

Question 257

Examples of grounds for immediate termination

Answer 257

• Professionally dishonest or unethical behavior. • Criminal activity within the hospital such as stealing. • Criminal activity outside the hospital that has been substantiated by a criminal investigation. Example; drug abuse. • Improper use of personal protection equipment.

Question 258

How To Handle Future Reference Calls

Answer 258

• Ideally you should have a plan in place for future reference calls on a terminated employee. Case law and precedent rapidly change what is and is not legally appropriate to for employers to say. • Only provide information that is true and has been documented in the employee file in order to avoid defamation liability. • To avoid liability of claims of negligent referral, do not misrepresent the qualifications or character of a former employee if you have knowledge of that employee’s propensity for violence, or illegal behavior.

Question 259

Factors to consider when creating a benefits plan;

Answer 259

• The practice budget – what can the practice consistently afford to offer. • Definition of full-time Vs part-time employee. Full-time employees typically accrue benefits at a faster rate than part-time employees, so the practice needs to define accrual rates for the various employee schedules. • The IRS considers employee benefits taxable unless specific regulations state differently.

Question 260

Fee For Service Plans

Answer 260

patients visit the physician of their choice and are | reimbursed. These plans are largely obsolete now.

Question 261

Health Maintenance Organization (HMO)

Answer 261

patients visit physicians and facilities within the HMO “network”. Typically the plan requires the patient to visit their primary care physician first, who will then refer them to others in the network when appropriate.

Question 262

Preferred Provider Organization (PPO)

Answer 262

PPO’s are a blend of Fee For Service and HMO’s. They do not require a visit to a primary care provider prior to visiting a specialist, although they do have a network of preferred providers and it is more costly to go outside that network.

Question 263

Point Of Service Plans (POS)

Answer 263

similar to HMO’s except patients are not | required to see their primary care physician prior to visiting a specialist.

Question 264

Section 125 plans

Answer 264

a tax savings plan for both the employee and the employer. A Section 125 allows employees to pay certain expenses, including their portion of the medical premium or other contribution before taxes are deducted from their paycheck. These accounts can equal substantial savings in payroll taxes for employers.

Question 265

Health Savings Account (HSA)

Answer 265

to be used in conjunction with high deductible health plans for individuals or families. A HSA can be used to pay for a variety of medical services and supplies. Your HSA is owned by you.

Question 266

Flexible Spending Accounts (FSA)

Answer 266

Also can be used to pay for a variety of health care services and supplies. The FSA is owned by your employer

Question 267

Patient Protection And Affordable Care Act (PPACA)

Answer 267

• Typically applies to businesses with 50 or more full-time employees. • Requires businesses to provide group insurance or be penalized. • If your practice does not provide group medical insurance (under 50 fulltime employees), employees will need to obtain insurance individually or pay a penalty. • The Act also places certain caps and conditions on Health Savings Accounts and Flexible Spending Accounts.

Question 268

401K Plans:

Answer 268

• Also established by employers to allow employees to contribute pre tax dollars to the plan. • Employers are not required to contribute to the plan. • There can be an added profit sharing component. • Requires a professional administrator and can be costly to administer.

Question 269

Simple Employee Pension Plans (SEPs)

Answer 269

* Similar to profit sharing plans * Funded by tax deductible employer contributions. * Employees cannot contribute.

Question 270

What should not be included in personnel files

Answer 270

* Any document that cannot be legally used to make a decision in hiring, firing, promotion, demotion or any other employment decision. * Documents that contain information about an employees gender, race, religion, veteran status, disability or national origin. * Garnishment orders or credit reports. * Investigative documents for any potential criminal action until the case has been concluded.

Question 271

Personnel file retention

Answer 271

Federal and state laws have specific requirements for retention of personnel records, and state law is often more conservative and should always be researched prior to creating a records retention policy. Recommended number of years to keep personnel file documents time frame given is from date of employee termination unless otherwise noted): 3 years – Basic employee information such as I-9, hiring records, results from tests, employment actions such as hires, separations, re-hire, demotion, lay-off, etc. 4 years (rolling 4 year basis not related to termination date) – Tax records, payroll records such as social security number, pay rate, pension payments, payroll deductions and overtime. 5 years – Job related injuries or illness. 30 years – Medical exam findings, toxic exposure records, and blood borne pathogen exposure records. All discarded personnel file records should be shredded.

Question 272

Common Elements of an Employee Manual:

Answer 272

``` • Practice Mission, Vision and Values. • Laws of importance (ADA, EEOC, FMLA, sexual harassment policy, pregnancy safety and confidentiality. • Define full-time Vs Part-time employees. • Employment policies - too numerous to list in entirety, but examples include: o Appearance, uniforms, dress code o Code of Conduct o Social Media policy o Drug free workplace • Compensation; over-time, personnel records, payroll schedule. • Benefits offered. • Non-compete agreement. • Jury Duty. • Training procedures. • Safety. • Termination. • Signature page. ```

Question 273

What documents can be found in an employee's medical personnel file?

Answer 273

``` Health and Life insurance forms Physician notes Return to work notice Limited duties notice or accommodations Insurance or Worker's Compensation Claims Physical exam results FMLA documentation ```

Question 274

True or False: Job descriptions are required by federal law

Answer 274

False

Question 275

What element of a job description can help you avoid hiring someone who is unable to perform the essential duties of the position?

Answer 275

Listing what is considered an impediment to satisfactory performance results such as being afraid of aggressive pets.

Question 276

What 3 purposes do hospital manuals serve?

Answer 276

1. A reference tool for standards of care and practice guidelines 2. Training and instructional tool 3. Define a standard to which employees can be held accountable to reach

Question 277

What specifics should be included in the accountability section of a job description?

Answer 277

* Where does this position reside in the hierarchy of the practice * Who do they report to * Who evaluations their performance * How much authority does this position have?

Question 278

Explain the difference between the hospital operations manual and procedure manual, and the employee policies, procedures, and guidelines manual.

Answer 278

The hospital operations and procedure manual is a comprehensive text that details every aspect of specifically how you want work to be done. An employee policies, procedures, and guidelines manual details and clarity and purpose to the practice mission and values, and also details, expectations, compensation and benefits, legal disclaimers, and other details surrounding employee-specific policy and procedures.

Question 279

How often should job descriptions be evaluated for accuracy, and what changes to the practice management indicate a change is necessary.

Answer 279

Job descriptions should be evaluated for accuracy annually (more often in the case of staff reduction or growth)

Question 280

The most successful employee review programs typically combine what four elements?

Answer 280

1. Regular informal feedback from supervisors 2. Performance Goals that are set by the employee and the supervisor. 3. Action plans to address performance or disciplinary problems 4. Formal reviews to document the big picture.

Question 281

Where is it recommended to keep the hospital safety manual

Answer 281

A central location

Question 282

List the pitfalls regarding employee reviews.

Answer 282

1. Spending more time on performance review than performance planning. More time should be spent preventing performance problems. 2. Be careful comparing employees 3. Forgetting the review is about performance, not discipline. 4. Stopping reviews when pay is no longer tied to the review. 5. Believing the manager is in a position to accurately assess team members. 6. Canceling or postponing reviews 7. Measure the trivial 8. Surprising a team member during the reviews 9. Thinking all employees and all jobs should be assessed the same way.

Question 283

What are the three most common types of employee performance reviews?

Answer 283

360 Peer Review Self-Review Job Satisfaction Survey

Question 284

What are the four disciplines necessary for an effective employee review

Answer 284

1. Hold all employees accountable for their local performance outcomes 2. Teach all employees to identify, deploy, and develop their strengths 3. Align all performance appraisals and review systems around identifying, deploying, and developing strengths. 4. Design and build each role to create world-class performers in the role.

Question 285

What six elements should be included in an employee performance review

Answer 285

1. Conversation about mission, values, and vision. 2. Clarity about goals and direction. 3. Addressing team member accomplishments 4. Address concerns over policy and procedures 5. Address potential conflict with team members or management 6. Address any lapses in standards or judgments.

Question 286

What renders an employee performance review useless?

Answer 286

Lack of clear performance expectations in the job description because without them, team members cannot be held accountable.

Question 287

What details should be included in meetings minutes?

Answer 287

1. Record decisions and assignments 2. Designate responsible parties 3. Record the deadline agreed upon during the meeting 4. Who was present 5. What topics, if any, will be revisited at the next meeting.

Question 288

Employee reviews should be developed from the ________?

Answer 288

Job Description

Question 289

What are seven ways to engage employees during a staff meeting

Answer 289

1. Using visual aids 2. Tasteful appropriate humor 3. Publicly praise work well done and celebrate successes 4. Do not allow meetings to turn into gripe sessions 5. Share important information, changes, and progress towards goals. 6. Request/require team members to present topics 7. Learning games or "ice breaker" exercises

Question 290

What is the best way to end a staff meeting?

Answer 290

On a positive note.

Question 291

What are 5 responsibilities in the role fo the facilitator in a staff meeting?

Answer 291

1. Starting and ending the meeting on time. 2. Controlling topics 3. Preventing negativity from overcoming the team 4. Prioritizing topics 5. Tactfully preventing a team member from dominating the meeting.

Question 292

It is vital that staff meetings stay on track, and _________ can help facilitate this.

Answer 292

Agendas

Question 293

Ultimately, the _____ is responsible for the efficiency, function and flow of the practice.

Answer 293

Manager

Question 294

List and define the four R's of team management.

Answer 294

1. Responsibility - duty or obligation a team member is expected to uphold 2. Respect - Consideration or esteem given to another person 3. Rapport - A mutual trust or emotional relationship that exists among team members. 4. Recognition - Achievement. Team members should be recognized for a job well done as soon as it is warranted.

Question 295

When it comes to staff scheduling _____ is one of the most desired benefits; therefore it is an important component in staff morale, productivity, and retention

Answer 295

Flexibility

Question 296

Name and define the five potential employee scheduling options

Answer 296

1. Rotating Schedule: the staff, their duties, and shifts rotate. 2. Hybrid: A mix of fixed and variable days. 3. Skill Based: Based on the known skill set of the employee and the needs of the practice. 4. Split: When an employee works for more than one business within a single workday 5. Per Diem: Scheduled one day at a time as needed by the practical Most common among relief vets.

Question 297

What are three ways to try to avoid appointment problems with clients?

Answer 297

1. Appointment cards should always be given to clients who make the appointment while in the clinic. 2. Proper hospital protocols that prepare the team for unexpected appointment challenges. 3. Advanced reminders within 24 hours of the appointment.

Question 298

Name different factors to consider regarding appointment scheduling criteria for making appointment schedules.

Answer 298

1. The number of doctors available during any particular period. 2. The relative efficiency of the doctors. 3. The time allotted to each appointment 4. The number of patients presented by each client 5. Types of cases seen 6. The number of exam consult rooms 7. The hours of hospital operation, including the hours for scheduled and non-scheduled activities. 8. Favored client times for veterinary care. 9. Veterinary technician appointment.

Question 299

What are symptoms of conflict in the practice

Answer 299

1. Avoidance of the other person 2. Personal Attacks 3. Hurtful gossip 4. Barbed Humor 5. Lack of cooperation

Question 300

Define Preferred Provider organization plan

Answer 300

A plan that is a blend of fee for service and HMO medical plans. They do not require a visit to a primary care provider prior to visiting a specialist, although they do have a network of preferred providers and it is more costly to go outside that network.

Question 301

Which addition to medical insurance is owned by the employer?

Answer 301

Flexible Spending Account

Question 302

The Patient Protection and ACA requires employers with _____ or more employees to provide group medical insurance or receive a penalty.

Answer 302

50 Full-Time Employees

Question 303

What are employee medical records/documents stored separately from their main personnel file

Answer 303

* While it is sometimes appropriate or necessary for a direct supervisor to see some personnel records, there is rarely a reason for them to see medical records. * The ADA and FMLA require that medical records be stored separately

Question 304

Which entity or entities require employers to keep detailed payroll and benefits data?

Answer 304

The internal revenue Code Fair Labor Standards Act Access should be limited and ideally stored separately.

Question 305

At the core of any safety plan or manual is the _______ law.

Answer 305

Right to Know

Question 306

True or False: A section on Chemotherapy should be included in every veterinary health safety manual regardless of whether that practice performs chemotherapy.

Answer 306

True

Question 307

One way to begin to create an operations and procedure manual is to refer to the ______ of the practice.

Answer 307

Job Descriptions

Question 308

What are four elements necessary to hold working interviews

Answer 308

1. Must be on payroll. 2. Must be eligible to work in the US. 3. Must be paid at least minimum wage. 4. Must be covered under Worker's Comp

Question 309

True or False: Information revealed in the background check can be helpful with hiring decisions and should be conducted on all candidates who make it to the final hiring pool to choose from.

Answer 309

False - background checks should only be made after a contingent employment offer has been made

Question 310

Define Bona Fide Occupational Qualification.

Answer 310

To establish the defense of bonafide occupational qualification, the employer has the burden of proving that a particular class of employees would be unable to perform the job safely or efficiently and that the BFOQ is reasonably necessary to the operation of the business.

Question 311

What is a reasonable budget to spend on training annually?

Answer 311

1-2% of annual revenue of the practice.

Question 312

What are phase training lists and what are the benefits of them?

Answer 312

They outline the progressive steps in the training for a specific position. Benefits: 1. Helps ensure team members are trained properly 2. Aids in titrating information/instruction to the employee to avoid overloading them early in the process. 3. Provides reference and review material for the new employee and phase training can accommodate a new employee that already has some experience.

Question 313

New employees must have immediate knowledge of what 5 safety details

Answer 313

1. Location of the first aid kit, eyewash stations, and exits. 2. Location of all PPE and instructions on proper use prior to first use. 3. Location of mandatory posters 4. Location of the hospital safety manual 5. Copies of all OSHA standards.

Question 314

List the 3 most common reasons a staff member leaves a practice.

Answer 314

1. Lack of Positive feedback 2. Lack of training opportunities 3. Failure of management to include them in the larger strategic vision of the practice.

Question 315

The _____ and _____ of the practice help define the core competencies that should be expected of employees

Answer 315

Mission and Values

Question 316

What is an Employee Performance Planning Program?

Answer 316

An employee development system based on a mutual commitment between practice leadership and its staff members.

Question 317

List and define the 3 main ingredients of a professional development plan.

Answer 317

1. Training - an ongoing process that focuses on the employee's current job and its related knowledge, skills, and abilities. 2. Development - focuses on skills, knowledge, and abilities that are not necessarily focused on their current job. 3. Career management serving as a career coach for employees and supporting them through the employment cycle.

Question 318

70/20/10 Learning and Development Model

Answer 318

70% of learning within an organization should come from OTJ training 20% from coaching and mentoring 10% from actual courses, lectures, and formal training

Question 319

An effective appointment system should have what two goals?

Answer 319

1. To eliminate client wait time. 2. To maximize the efficiency of the doctors, the support staff, and the facility by minimizing downtime between clients or patient procedures.

Question 320

An unusual number of established clients arriving early or late to the appointment may be a sign of what?

Answer 320

Ongoing appointment scheduling and time management problems at your hospital.

Question 321

In the instance of Dense scheduling list the breakdown of the three five-minute sections for a 15-minute annual wellness appointment?

Answer 321

1. The first 5 minutes is the technician check-in period for patients and history and vitals. 2. The doctor is present for the next 5 minutes to perform the physical exam, answer questions, gather information, and discuss preventative care. 3. In the remaining five minutes the technician and/or doctor may collect lab samples, fill prescriptions or vaccinate.

Question 322

True or False: An employment contract that details a specific length of employment is an exception to at-will employment?

Answer 322

True

Question 323

What is a negligent referral?

Answer 323

Misrepresenting the qualifications or character of a former employee if you have knowledge of that employee's propensity for violence or illegal behavior.

Question 324

In what type of employment relationship can an employee only be disciplined or terminated for a sufficient reason?

Answer 324

Just Cause

Question 325

After meeting with 2 team members who are experiencing conflict and you have told them that you have confidence them to find a solution, how much time do you give them before you meet again to hear the solution?

Answer 325

One or Two Days

Question 326

What are the top 3 causes of conflict in the workplace environment?

Answer 326

1. Gossip 2. Lack of training 3. Lack of communication

Question 327

What is organizational development?

Answer 327

The development, improvement, and effectiveness of an organization and includes the culture, values, system, and behaviors of such practice.

Question 328

Define Hard Skills

Answer 328

Competencies that are required of the position or could be learned through training

Question 329

Define Soft Skills

Answer 329

Competencies that cannot be taught and are generally developed in individuals as they mature.

Question 330

What components should all job descriptions have?

Answer 330

A position Title A summary Duties and responsibilities Description of required skills and qualifications Accountability

Question 331

What are the five key factors that managers should evaluate when deciding if they need to hire additional team members?

Answer 331

veterinary/staff ratio, veterinary production, team member's production, hospital flow, and staff payroll percentages.

Question 332

What questions should be asked when evaluating hospital flow and if any hiring needs to be made?

Answer 332

How many times does the phone ring before it is answered? Once answered, how long do clients have to wait on hold? How long does it take for a client to get an appointment? How long are clients waiting before they enter the exam room? How long are clients waiting before they are seen by the veterinarian? Are patient care standards being met? Are client service standards being met?

Question 333

What is a standard of care?

Answer 333

Guidelines and treatment protocols that have been established allowing the highest quality of medical care to be recommended for every patient.

Question 334

To support a full-time-equivalent veterinarian, how many active clients are needed per year?

Answer 334

800 to 1200

Question 335

What are three different types of compensation for veterinarians?

Answer 335

Pro-sal, Production only, Salary only

Question 336

Define Compassion Fatigue

Answer 336

The effects and characteristics that result from the long-term caring (emotionally and physically) for pets and clients. The cost of caring for others in emotional need.

Question 337

What are the three factors that affect good and bad stress?

Answer 337

Choice, Control and Consequences

Question 338

What are the stages of stress?

Answer 338

Alarm, adaptation, exhaustion and death

Question 339

What are some risk factors for addiction?

Answer 339

Genes, chronic pain, sociocultural factors and environment.

Question 340

What is a drug intervention?

Answer 340

A process that helps a drug addict recognize the extent of his or her problem.

Question 341

What are the steps of drug intervention?

Answer 341

Time the drug abuse intervention. Plan to talk with the addict when he or she is unimpaired. Be specific. Tell the co-worker that you are concerned about his or her drug or alcohol abuse and want to be supportive in getting help. State the consequences. Listen.

Question 342

Define burnout

Answer 342

Physical or emotional exhaustion, especially as a result of long-term stress.

Question 343

What are some common physical symptoms of burnout

Answer 343

ulcers, fatigue, overeating, gastroenteritis, cardiac abnormalities, backaches, and nausea.

Question 344

What behavioral issues are associated with burnout

Answer 344

Withdrawal increased alcohol intake, agitation, depression, distraction, and increased spending.

Question 345

What are the different types of signs and symptoms of compassion fatigue?

Answer 345

Cognitive Signs Emotional signs Behavioral signs Spiritual signs Somatic signs Interpersonal signs Work-related signs.

Question 346

What are the four steps to managing compassion fatigue?

Answer 346

Recognize triggers and stressors of CF Reduce the triggers and stressors once they have been identified. Restore - practice balancing life and work. Repeat - Curing CF is not an option; however, managing it with the R's just listed and repeating the cycle can greatly decrease the effects.

Question 347

What are the five commitments of a leader?

Answer 347

``` Challenge the Process Inspire a shared vision Enable Others to Act Model the way Encourage the Heart ```

Question 348

Define Adaptive Leadership

Answer 348

This framework incorporates change by challenging the status quo and adapting leadership styles to yield success

Question 349

Define Leadership Fatigue

Answer 349

An extreme experience of stress associated with managing expectations regarding policies and procedures in the hospital.

Question 350

Considerations when determining a policy for paid holidays

Answer 350

Which holidays will the pracitce close When will an employee be eligible Calculations for non hourly employees