Human Resources Flashcards
(167 cards)
1
Q
Wrongful Discharge
A
A claim in breach of contract or in tort for the ending of an employment contract by an employer, for some unlawful reason
2
Q
Working Interview
A
To have an applicant prove their job skills by performing the duties of the job alongside their future co-workers.
3
Q
Workflow
A
A repeatable pattern of activity. Progression of steps (tasks, events, actions…)
4
Q
Wage Review
A
Review of salary paid to an employee. Should it be increased…
5
Q
Vision Statement
A
Defines and clarifies the direction in which the organization needs to move
6
Q
Vendor Appointments
A
Time scheduled with outside party related to products and supplies
7
Q
Unemployed
A
Without a job but available to work
8
Q
Training
A
Teaching skill sets to employees
9
Q
Total Compensation
A
Everything the practice provides in exchange for working (wages, benefits, paid time off, CE…)
10
Q
To-Do Lists
A
A systematic way to record items that need to be completed
11
Q
Time off Requests
A
Request for time off when you are not required to work
12
Q
Termination pay schedule
A
When a departing employee must receive their final pay cheque
13
Q
Team Interviews
A
Interview involving participation of two or more current employees
14
Q
Team Building
A
Aim at enhancing relationships and clarifying team roles. Solving tasks and interpersonal problems that affect team functionality
15
Q
Systems
A
Detailed methods, procedures and routines created to carry out a specific activity, perform a duty or solve a problem
16
Q
Suspension
A
Progressive disciplinary action. Temporarily off duty
17
Q
Support Staff/DVM Ratio
A
How many support staff are on duty compared to number of Doctors at a time. Six SS for 2 DVMs would be a 3:1 ratio
18
Q
Staff Meeting Facilitation
A
The act of planning and conducting a staff meeting
19
Q
Skill Sets
A
A persons rang of skills or abilities
20
Q
Severance Package
A
Pand and benefits that employees receive when they leave employment
21
Q
Role Playing
A
The changing of one’s behaviour to assume a role, usually in the context of training sessions
22
Q
Results oriented
A
Knowing that results are important, and focusing resources to achieve them
23
Q
Knowledge Gaps
A
An area of knowledge that is absent in an individual, department or company. Fill the gaps with appropriate training
24
Q
Leadership
A
Guiding people in a manner that commands their respect, confidence, and whole hearted cooperation
25
Mediate
To intervene between two people in a dispute to bring about an agreement or reconcilitaion
26
Mediation
Intervention in a dispute to resolve it
27
Minutes
Written documentation used to inform what was discussed at a meeting. Include, agenda, descisions, action items and due dates.
28
Mission Statement
A statement of the role, or purpose by which a practice intends to serve its stakeholders
29
Onboarding
Process of welcoming, orienting and training a new employee
30
Performance Improvement Plan (PIP)
Improving an employees performance and/or behaviour.
31
Policy
Specific set of systems or principles that guide the decision making of the practice
32
Positive Discipline
Focuses on positive points of behaviour. Based on the idea there are no bad individuals, just good and bad behaviours
33
Pre-Adverse Action
Provide a notice to the applicant prior to taking the adverse action
34
Adverse Action
Denial of employment that adversely affects current or prospective employees
35
Progressive Discipline
Increasing severe measures when an employee fails to correct a problem after being given a reasonable opportunity to do so
36
Protected Class Awareness
Group of people with a common characteristic who are legally protected from employment discrimination
37
Qualified Event
A change in your life that can make you eligible for a special enrollment period, usually health coverage
38
Reasonable Accomodation
A modification or adjustment to a job to enable an employee with a disability to perform their job
39
Recency Error
Inaccuracy or flaw in performance appraisal or job interview, caused by the evaluators or the interviewers reliance on the most recent occurrences of the employees or the applicants behaviour
40
Registry of Approved Continuing Education (RACE)
Develops and applies uniform standards related to providers and programs of continuing education in vet medicine
41
Relief Veterinarian
A Vet who works for veterinary hospitals on a temporary basis
42
5 Key Elements of the HR Scorecard
1. Workforce Success - Has the workforce accomplished the key strategic objectives for the business
2. Right HR Costs - Is our total investment in the workforce appropriate?
3. Right types of HR Alignment - HR practices aligned with the business strategy and differentiated, across positions, where appropriate?
4. Right HR Practices - Have we designed and implemented policies and practices
5. Right HR Professionals - Have the skills they need to design and implement HR managment system?
43
Soft Skills
Skills that cannot be taught and are generally developed as they mature (work ethic, promptness...)
44
At Will Employment
At the will of both parties
| Can terminate without cause
45
Hard Skills
Skills that can be taught and learned
| Competencies of the position (place a catheter...)
46
Communication
| A message has 3 components
1. Verbal - 7% of the message
2. Paraverbal (tone of voice) - 38%
3. Non-Verbal (eye contact, expression, posture...)- 55%
47
Norming
Teams - Working styles are agreed to and systems are set up
48
Forming
Members of a team are uncertain about rules, roles and expections
49
12 C's of Teambuilding
1. Clear Expectations
2. Context
3. Commitment
4. Competence
5. Charter - define goals, mission, vision
6. Control
7. Collaboration
8. Communication
9. Creative Innovation
10. Consequences
11. Coordination
12. Cultural Change
50
4 Stages of Team Development
1. Forming
2. Storming
3. Norming
4. Performing
51
Storming
Team members come into conflict over goals and personalities
52
Performing
Team works postively, creatively and productively together
53
High Density Scheduling
Doctor has access to more than 1 exam room
54
Forming
Uncertainty about roles. Look outside for guidance. Some attempt to define the job to be done
55
Norming
Concerns about being different. Want to be part of the team. Start to set up the procedures to deal with the task
56
Core Values
Belief systems of the practice
57
Emergency Preparedness
Process of ensuring the organization has complied with preventive measures. A state of readiness to contain the effects of a forcasted disastrous event to minimize loss of life, injury and damage to property
58
Aptitude
Competency to do a certain kind of work at a certain level. Aptitudes may be physical or mental.
59
Audits
Systematic inspection of records for accuracy and compliance. Medical records, financial records, tax records, safety records.
60
Background Screening
Looking up and compiling criminal records, commercial records, and financial records of an individual or organization
61
Benefits
Indirect and non-cash compensation made to an employee
62
Coaching
partnership between managers and employees to provide structure, guidance and support to employees
63
Compensation Budget
An estimate of salary or wage expenditures for a set period of time
64
Cost Benefit Analysis
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.
65
Continuing Education Policy
Written policy in the handbook. Details on acceptable courses, expenses and scheduling
66
Essential Functions
Functions the employee must be able to perform unaided, or with assistance of reasonable accommodation
67
Empowerment
To give power or authority to; authorize, especially by legal or official means
68
Due Process
The legal requirement to respect all legal rights that are owed to a person
69
Corrective Action
Process of communicating with employees to improve unacceptable behaviour or performance and setting standards and consequences for not meeting those standards
70
Constructive Discharge
Occurs when an employee resigns as a result of an employer creating a hostile work environment
71
Harassment
Unwanted or undesirable conduct that puts down, shows hostility or an aversion to another person. co-workers, employers, or clients
72
Conflict Resolution
Process of resolving a dispute or disagreement
73
Code of Conduct
Set of rules outlining social norms, and rules and responsibilities of, or proper practices for an individual or organization
74
Arbitration
A form of settlement negotiation facilitated by a neutral third party
75
360 Degree Evaluations
Employees receive confidential, anonymous feedback from the people who work around them
76
Action Items
Specific tasks frequently assigned or accepted at meetings
77
Department Collaborations
two or more departments are able to jointly improve, update or create a service, policy or procedure for the practice
78
Accountability
Assuming responsibility for his or her actions
79
Human Resources (HR)
Skills used to produce goods and services; including employment practices, organizational development, compensation and benefits, and employee relations
80
Horns and Halo Effect
The tendency for an impression created in one area to influence opinion in another area
81
Full Time Equivalent (FTE)
based on full time schedule of 40 hours per week
82
Employment Manual
Manual explaining the terms and conditions employees must operate under while working for a given business
83
Employee Turnover
Number or percentage of workers who leave and are replaced by new employees
84
Employee Surveillance
Gather information about the activities and locations of staff members
85
Employee Retention
Ability to retain employees and reduce staff turnover.
(# positions retained / 3 positions total) X 100
86
Employee Records
Personnel files - include application, records of qualifications, compensation, termination or disciplinary action
87
Employee Grievance
Specific complaint or formal notice of dissatisfaction related to pay, job requiremnts, conditions....
88
Emotional Intelligence (EQ)
Ability to perceive, assess and positively influence one's own and other peoples emotions
89
A section of Chemo should be included in Heath and Safety Manual even if the practice does not perform chem T or F?
True
| With a note saying the practice does not perform this service
90
At the core of any safety plan or manual is the _____ law.
Right to Know
91
One way to create an operations and procedure manual is to refer to the _____.
Job Descriptions
92
Avoid liability claims of _____ if you have knowledge a former employee has a propensity for violence or illegal behaviour and misrepresent on a reference.
Negligent Referral
93
An employment contract that details a specific length of employment is an exception to At Will Employment. T or F?
True
94
After meeting with two team members who are experiencing conflict, you tell them you are confident they can find a solution. How much time do you give before you meet again?
1 - 2 days
95
Just Cause
Employee can be disciplined or terminated for a sufficient reason (misconduct, negligence or theft)
96
Symptoms of Conflict
```
Avoidance
personal attacks
hurtful gossip
barbed humour
lack of cooperation
```
97
Top 3 causes of conflict
1. Gossip
2. Lack of knowledge/training
3. Lack of Communication
98
Employee Life Cycle
Acquisition
Orientation & Training
Performance Feedback and evaluation
Leave the practice
99
When to Hire - 5 key factors
1. vet/staff ratio 4.2:1
2. vet production - active income @ 50%
3. Team production - passive income @ 50%
4. Hospital Flow
5. Payroll percentage - monitor for overtime
100
Types of Interviews
```
telephone - pre-screen
Direct - one on one
Panel - 2 or more conduct interview
Video
Working interview
```
101
BFOQ
Bona Fide Occupational Qualification
| - requirement of the job, not a discrimination
102
Halo Effect
favourable bias for a candidate
103
Pre-employment Testing
used to gain deeper understanding of behaviour
| ie. knowledge, skills, abilities, personality, EQ
104
Pre-employment testing - Reliability
how dependably or consistently a test measures a characteristic
105
Pre-employment testing - Validity
the test actually measures what it claims to measure
106
Background checks
only AFTER an offer of employment is made
107
Pre-Adverse Action Letter
inform the candidate adverse action is possible based on the findings of a background check
Give the person a chance to respond
108
Adverse Action Letter
inform the candidate they did NOT receive the position
109
Vet staff ratio, vet production, team member production, and payroll % are 4 of the key factors involved in considering when to hire. What is the 5th key factor?
Hospital Work Flow
110
______refers to the degree to which the test actually measures what it claims to measure.
Test validity
111
A pre-adverse action letter should be used when?
when you are considering NOT hiring due to details revealed in a pre-employment background check
112
Onboarding
process of welcoming, orienting and training a new employee
113
Phase Training Lists
Progressive steps in training
114
Training Investment (budget)
1 - 2% of gross revenue
115
3 common reasons why staff leave:
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
116
Performance Planning Programs (PPP)
Employee development system
positive reinforcement
quarterly goal setting
117
Job Enlargement
assign additional tasks
118
Job Enrichment
Train for new tasks
119
Career Pathing
scheduling progression of responsibilities that help employees achieve a higher position
120
Presenteeism
present but not fully productive
| ie. has a migraine, but is still at work.
121
Core Competencies
The mission and values of the practice help define core competencies that should be expected of employees
ie. teamwork, customer focus, accountability, technical skills
122
Individual Development Plans
Created by the employee with the help of the manager
3 main ingredients:
training
development
career management
establish a learning environment and culture where training is a continuous event
123
70/20/10
| Learning Development Model
70% of learning comes from on the job training
20% of learning comes from coaching/mentoring
10% of learning comes from courses, lectures, formal training
124
_____ is the planned and executing process of welcoming, orienting and training of a new employee
Onboarding
125
When it comes to individual development plans, what are the 3 main details that need to be addressed?
Development
Training
Career management
126
The foundation of a successful Individual Development Plan consist of creating a team culture where coaching is expected and appreciated.
False
"establishing a learning environment where TRAINING is continuous for all employees is the foundation of the program"
127
Appointment Scheduling - 2 Goals
- eliminate wait times
| - maximize efficiency for staff
128
Emergencies
no Dr. is immediately available and one must be pulled from another client
129
Staff Scheduling options
```
Rotating
Hybrid - a mix of fixed and variable days
Skill based
Split
per diem - one day at a time, as needed
```
130
What type of scheduling makes the best possible use of facility space and team?
Dense scheduling
131
Regarding the client schedule, define an emergency.
No Dr. immediately available and one must be pulled from another client
132
In dense scheduling, how long are the appts for wellness?
15 minutes
133
4 R's of Team Management
Responsibility
Respect - consideration
Rapport - mutual trust
Recognition
134
Delegate
authorize subordinates to make certain decisions
135
Empower
Share managerial power w/ subordinates
136
Leadership
empowers, delegates and provides accountability
137
Management
manages the tasks
138
SMART - HR
```
Specific
Measurable
Agreed
Realistic
Time Bound
```
139
Staff Leveraging
schedule the # of support staff to enable the Dr.'s to perform efficiently
140
When it comes to management of daily work assignments _______ and __________ are keys to a successful vet practice
Delegation and Empowerment
141
Benefits of cross training include:
- employee knowledge of the practice as a whole
- when team members are ill or absent, service and wait times do not have to decline
- places another level of accountability into the system, helping reduce the occurence of fraud and theft.
142
Role of facilitator
- start/end the meeting on time
- control topics
- prevent negativity
- prioritize topics
- prevent a team member from dominating the meeting
143
Scribe
Person who take meeting minutes
144
Meetings are a good way to create team bonding, introduce new policies/products, but they rarely show a financial return
FALSE
145
What are some ways to engage team members at a meeting?
- praise work
- no gripe sessions
- share information
- learning games/icebreakers
146
Productive staff meetings need to have _________decided in advance
Goals
147
3 common types of employee reveiws:
1. 360 Peer
2. Self
3. Job satisfaction Survey
148
3 Approaches to reviews
1. Formal review
2. Coaching conversations
3. Corrective Action
149
Structuring a corrective action meeting
| A,B,C,D,E,F Formula
```
A. Awareness
B. Behaviour expectations
C. Consequences
D. Decision confirmed
E. Employee Involvement
F. Follow-up
```
150
4 Disciplines necessary for effective reviews:
1. Hold employees accountable
2. Teach them to identify, deploy and develop strengths
3. Align around identifying, deploying, and developing strengths
4. Design and build each role to create world class performers in the role
151
Successful Review Programs - 4 Elements:
1. Regular informal feedback
2. Goals set by employee and superviso
3. Action Plan to address problems
4. Document the 'big picture'
152
Reviews should include:
- clarity about goals/direction
- address accomplishments
- address concerns
* wages do not have to be part of a review*
153
One potential employee review pitfall is _____.
measuring the trivial
154
It is important to remember reviews are about performance, not goals.
False
*not blame
155
Top 3 issues that cause conflict
1. Gossip
2. Lack of Training
3. lack of communication
156
Symptoms of Conflict
```
Avoidance
personal attacks
hurtful gossip
barbed humour
lack of co-operation
```
157
4 Step method for successful intervention
| conflict management
1. Confront the behaviour
2. Talk it out
3. Hold them accountable
4. Follow up with short weekly check ins
158
After meeting with two team members who are experiencing conflict and you have told them that you have confidence in them to find a solution, how much time do you give before you follow up?
1 - 2 days
159
General Outline of a disciplinary procedure
1. verbal warning - documented with supervisor signature
2. Written warning - documented with both signatures
3. Final warning - should state that next step is termination
160
Just Cause Employment
can only be disciplined/terminated for a sufficient reason
161
At Will Employment
can be terminated for any reason EXCEPT for any type of discrimination, specific contracts that outline a specific time frame
162
At the core of any safety plan or manual is the ______law.
Right to Know law
163
A section on chemotherapy should be included in every safety manual regardless of whether that practice performs chemo
TRUE
| * include a note stating that this practice does not perform chemotherapy
164
One way to begin to create an operations and procedure manual is to refer to the ______of the practice.
Job Descriptions
165
Benefits of CE
- inspires and encourages to improve quality and quantity of care
- Contributes to prevention of burn out
- Important in staff retention
166
Changing Organizational Culture
1. Define the culture
2. Align behaviours with the desired culture
3. commit to the change
4. Support the shift
5. Sustain grow the team
167
6 Momentum Points for Culture Change
Interest - likes the idea of changing the culture
Novelty momentum - excitement to start something new
Effort Awareness - reality sets in. Change is hard
Decision Point - Most critical. People decide to move forward or abandon ship
True Change - Sustainable breakthroughs begin
Sustainable momentum - new culture becomes normal
