Human Resources Part 1 — 30%

Question 1

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

Answer 1

One year from filling the position, unless you suspect that applicant is over 40 years of age, then it is recommended to keep records 2 years.

Question 2

List the four elements necessary to hold working interviews.

Answer 2

Must be on the payroll.
Must be eligible to work in the US.
Must be paid at least minimum wage.
Must be covered under workers compensation.

Question 3

FIT is how a candidate will the culture, and POTENTIAL the measure of growth the new hire would be expected to experience. Define IMPACT.

Answer 3

Impact = Is the measure of results the candidate has achieved in the past and is likely to achieve in the future.

Question 4

As it relates to interviewing candidates, what are the benefits of the use of a rating scale?

Answer 4

A rating scale can be helpful when hiring because it is challenging to compare candidates equally and consistently, especially if there are multiple members of the management team interviewing candidates for the same position

Question 5

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

Answer 5

False - Back ground checks should only be done after a contingent employment offer has been made.

Question 6

What are Phase Training lists and what are the four benefits of using them?

Answer 6

Phase training list outline the progressive steps in the training for a specific position within the practice.
*Helps insure that team members are trained properly.
* AIDS in titrating information/instruction to the employee to avoid overloading them early in the process.
*Provides a resource for training preparation for the trainer.
*Provides reference and review material for the new employee and phase training can accommodate a new employee that already has some experience.

Question 7

What is a reasonable budget to spend on training annually?

Answer 7

1-2% of annual revenue of the practice.

Question 8

New employees must have immediate knowledge of what 5 safety details?

Answer 8

*Location of the first aid kit(s), eye wash stations and exits.
*Location of all personal protective equipment, and instructions on proper use prior to first use.
*Locations of all mandatory posters
*Location of the hospital Safety Manual
*Copies of all applicable OSHA standards

Question 9

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

Answer 9

*Lack of positive feed back
*Lack of training opportunities
*Failure of management to include them in the larger strategic vision of the practice.

Question 10

Name 4 elements of enhancing employee productivity.

Answer 10

*Shared purpose - shared core values and guiding principles that offer direction when difficult decisions must be made.
*Tools to do the job - evaluate the tools you are provided against the productivity you need or want.
*Standard operating procedures - helps the team deliver consistent, high quality medical care.
*Performance standards - define your standards, communicate them and provide accountability to uphold them.
*Engage and Empower - Encourage input from the team by creating a psychologically safe culture.
*Recognize and reward - appreciate and value opinions and effort.
*Physical Fitness - absenteeism and presenters both affect productivity and physical fitness and well being affect absenteeism and presenteeism
*Personal focus - the focus of each team member on what they want to achieve professionally.
*Team focus - team building fosters awareness and reinforces commitment to the mission and purpose of the entire team.

Question 11

The ________ and _________ of the practice help define core competencies that should be expected of employees.

Answer 11

Mission and Values.

Ex.. Teamwork
Customer focus
Accountability
Technical Skills

Question 12

Why are core competencies important in staff development?

Answer 12

Because they can be tiered to beginner, intermediate and proficient skill sets, and because they can be considered in reward - based compensation.

Question 13

Name at least 4 of the 10 elements that should be considered in virtual team training.

Answer 13

*Put your training on a diet - virtual audiences cannot tolerate long training sessions. ~ 20 min only
*Gain attention from the start - Use ice breakers, use your image and the ms image, and begin your session with a scripted, memorized and delivered with force to begin the training session
*Establish relevance - to your team within 30 seconds. Consider using quotes, cartoons, videos, or articles to make the team feel interested in what is said next.
*Present information with a twist use stories, case studies, and many forms of media to avoid losing the focus of your team.
*Ask compelling questions - use questions through out the training session. Use polling and involve the team throughout the training.
Conduct realistic demonstrations - keep them short, focused, and easy to follow.
*Provoke Discussion - discussions are essential for team members to buy into and internalize your training, but don’t let them take over.
*Employ interactive activities - Interaction is critical to successful training.
* End with a Bang - end with an inspirational finale and l to action.
*Prepare, prepare, and prepare some more - put thought into every aspect of the virtual team training.

Question 14

What does the 70/20/10 Learning and Development model stand for?

Answer 14

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

There is no empirical evidence that this exact ratio is optimal, but is a starting point for discussion and can be customized to fit each individual circumstance.

Question 15

An effective appointment system should have what two goals?

Answer 15

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

Question 16

In the example of Dense Scheduling in Practice Made Perfect; list the breakdown of the three 5 minute sections for a 15 minute annual wellness appointment (goal of the 1st five minutes, 2nd minutes, etc.

Answer 16

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

Question 17

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

Answer 17

*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.

Question 18

What two goals should an effective appointment schedule have?

Answer 18

*To eliminate client wait time
* To maximize the efficiency of the doctors, the support staff and the facility by minimizing down time between client or patient procedures

Question 19

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

Answer 19

*Ongoing appointment scheduling and time management problems at your hospital

Question 20

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

Answer 20

Flexibillity

Question 21

Name and define the five potential employee scheduling options.

Answer 21

Rotating Schedule - The staff, their duties and shifts rotate.
Hybrid Schedule - A mix of Fixed and variable days. Example: fixed weekdays with rotating weekends.
Skill based schedule - based on the known skill set of the employee and the needs of the practice. The greater the skill set the employee develops , the more flexible their scheduling options.
Split scheduling - when an employee works for more than one business unit within a single workday. Ex - a tech works in the six practice from 9am - 2 pm and then moves into the outpatient practice from 3pm-8pm
Per Diem schedule - Scheduled one day at a time as needed by the practice. This is the most common among relief veterinarians.

Question 22

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

Answer 22

Manager

Question 23

When it comes to managing daily work assignments; what does SMART stand for and what are the definitions?

Answer 23

Specific - Define the task. Why i important and what are the expected outcomes.

Measurable - how is the task going to be measured in terms of progress or completion?

Agreed - both parties agree on the importance of the task and how the results will be achieved. What resources will be needed to achieve these results?

Realistic - the task being delegated and the goals being sought are realistic with the time constraints that are in place.

Time bound - How and when will the results be expected? Create check in points on the calendar. A check in point prevents micro-managing and keeps lines of communication open.

Question 24

What is a rotating schedule?

Answer 24

The staff, their duties and shifts rotate.

Question 25

What is a Hybrid schedule?

Answer 25

A mix of fixed and variable days.
Ex: fixed weekday with rotating weekends.

Question 26

What is skill based scheduling?

Answer 26

Based on the known skill set of the employee and the needs of the practice. The greater the skill set the employee develops, the more flexible their scheduling options.

Question 27

What is Per Diem scheduling?

Answer 27

Scheduled one day at a time as needed by the practice.
*This is the most common among relief veterinarians.

Question 28

When it comes to managing daily work assignments; what does the “S” in SMART stand for?

Answer 28

Specific - Define the task. Why is is important and what are the expected outcomes.

Question 29

When is comes to managing daily work assignments; what does the “M” in SMART stand for?

Answer 29

Measurable - How is this task going to be measured in terms of progress or completion?

Question 30

When is comes to managing daily work assignments; what does the “A” in SMART stand for?

Answer 30

Agreed - both parties agree on the importance of the task and how the results will be achieved. What resources will be needed to achieve these results?

Question 31

When is comes to managing daily work assignments; what does the “R” in SMART stand for?

Answer 31

Realistic - the task being delegated and the goals being sought are realistic with the time constraints that are in place.

Question 32

When is comes to managing daily work assignments; what does the “T” in SMART stand for?

Answer 32

Time Bound - How and when will the results be expected? Create check in points on the calendar. A check in point prevents micro-managing and keeps lines of communication open.

Question 33

What are the two components of an employee compensation package in the United States?

Answer 33

W-2 earnings (Salaries/Wages) and benefits.

Question 34

Generally indirect and non cash compensation paid to an employee.
Ex. Health insurance, paid time off, and retirement plan contributions.

Answer 34

Benefits

Question 35

Total monetary pay given to an employee for their work during a given period. The term is sometimes used to represent both the monetary and non monetary amounts paid to employees.

Answer 35

Compensation

Question 36

What are the five steps in developing a compensation system?

Answer 36

Step One: Identifying positions in the practice and critical skills and attributes for each position.
Step Two: Identifying community pay scales.
Step Three: Communicating expectations to employees.
Step Four: Evaluating Performance based on Expectations
Step Five: Determining pay

Question 37

Professional liability insurance is generally carried only by Doctors.
True or False

Answer 37

True

Question 38

Employers are required to contribute to employee 401 K plans.
True or False

Answer 38

False

Question 39

Internal Revenue Service (IRS) form called “Wage and Tax Statement” That reports income paid and taxes withheld by an employer for a particular employee during a calendar year.

Answer 39

W-2

Question 40

IRS form called “Transmittal of Wage and Tax Statements” which summarizes the information on the W-2s and is filed with the IRS each year along with the copies of the W-2’s

Answer 40

W-3

Question 41

IRS form called “Employee’s withholding allowance certificate” used to determine the amount of federal taxes the employer will withhold from a person’s paycheck each pay period.

Answer 41

W-4

Question 42

True or False …
Federal unemployment tax act (FUTA) is paid only by the employer - the rate is 0.008% of the first $7,000 of an employees earnings.

Answer 42

True

Question 43

True of False…
Historically, both the employee and the employer have been taxed 6.2% of the employees earnings (up to a specified salary level) for social security (FICA - Federal Insurance Contributions Act) and 0.145% for Medicare. ** There is no salary limit for Medicare tax.

Answer 43

True

Question 44

__________ is the overall measure of how the candidate will complement the culture of the hospital, focusing more on the desired culture than the current culture of the hospital.

Answer 44

Fit (Alignment)

Question 45

________ is a measure of the results the candidate has achieved in the past and the result he or she is likely to achieve in the future.

Answer 45

Impact

Question 46

_______ is a measure of the results the candidate has achieved in the past and the result he or she is likely to achieve in the future.

Answer 46

Impact

Question 47

______ is a measure of the growth that an individual would be expected to experience and the increase in impact that an individual might be capable of over time.

Answer 47

Potential

Question 48

When does onboarding begin?

Answer 48

Once the candidate has accepted the offer of employment, but before the new hire reports for duty.

Question 49

What are the Four C’s of onboarding?

Answer 49

Compliance - (most basic task associated) It involves educating the new hire on the practice policies and protocols
Clarification - Helps the new hire understand his or her role. Also sets clear expectations.
Culture - is about understanding the practice norms: what is typical and atypical for the practice.
Connection - is about forming relationships.

Question 50

“EASE” outlines an effective strategy for you to facilitate the transition of a new hire into your practice. What does “EASE” stand for ?

Answer 50

E - for encourage.
A - for Align. Align new team member’s with the new hire so that the new hire is supported and everyone is on the same page.
S - for Solve. Keep your eye out for potential problems and resolve them before a spark becomes a blazing fire.
E - for End (as in end distractions) Keep the new hire focused on what matters most in the moment.

Question 51

What is a reasonable training investment for a new employee?

Answer 51

A reasonable training investment in 1-2% of the hospitals annual revenue. So, even a small hospital that is billing $900,000 should plan on spending $9,000 - $18,000 on employee training and development.

Question 52

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

Answer 52

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

Question 53

While most practices are using computer scheduling software, if a paper appointment book is preferred, studies indicate that __________ at a glance style works best.

Answer 53

Week

Question 54

Name five of the nine details to consider regarding appointment scheduling criteria for making appointment schedules.

Answer 54

• 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 seated 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 55

What are the 5 appointment scheduling options when creating a daily appointment schedule

Answer 55

*Straight 15s - 15-Minute appointments
*Straight 20s - 20-minute appointments
*Straight 30s - known for higher touch, lower volume practices.
*Ten Minute Flex - Fast growing scheduling system for companion practices in the industry. Appointments are scheduled in 10 minute increments as needed for the type of appointment.
*High Density Scheduling - Anytime a doctor has access to more than one exam room at a time.

Question 56

Some studies estimate that 30-50% of an employee’s knowledge base is obsolete in 3-5 years.

Answer 56

That means that the typical employee needs to “refresh” 10-15% of their knowledge each year.

Question 57

List “examples” of the many benefits of a well-run mentoring program.

Answer 57

*Mentoring results in more highly motivated staff
*Practices with a well-established mentoring program in place generally have a much higher percentage of team members who are cross-trained to fulfill multiple rolls within the practice.
*Increasing staff training increases staff satisfaction and productivity.
* Practices with a well-developed mentoring program in place find it substantially easier to recruit new team members.

Question 58

What are the four elements needed for a performance appraisal program to be successful?

Answer 58

*Regular, informal feedback from supervisor - employees should receive regular input from their supervisors
*Performance goals set by the employees and supervisors - goals may be both short and long term
*Action plans to address performance or disciplinary problems - can be helpful when an employee is experiencing performance problems that need correction.
*Formal reviews that accurately document the big picture - Should be done several times a year. Should not include ongoing performance problems.

Question 59

In most states, personnel records are considered to be the property of…

Answer 59

The Employer.

Question 60

Appointment Scheduling terms…

*Bonding philosophy

Answer 60

*Bond clients to the practice.
* Bond clients to the doctors.

Question 61

Appointment Scheduling terms…

*Bonding rate - Measures the clients bonding rate per doctor.

Answer 61

*Aim for 70% if tenured
*Aim for 25% for new doctors

Question 62

Appointment Scheduling Terms …

*Fill Rate

Answer 62

Usually used to schedule and leverage staff. Percentage of available appointment slots scheduled during a specific period of time. Most practices calculate fill rates by shift and by veterinarian each quarter, and adjust practice’s scheduling guidelines accordingly.

Question 63

How often should you update your clients that are waiting to be seen if an emergency comes in…

Answer 63

Update the client every 5 minutes on the status of their appointment.

Question 64

Clients who arrive early or late - an unusual number of established clients arriving early or late to the appointment may be a sign of …..

Answer 64

Ongoing appointment scheduling and time management problems at your hospital.

Question 65

Prevention of potential appointment problems…

Answer 65

*Appointment cards should always be given to clients who make the appointment in office.
*Proper hospital protocols that prepare the team for unexpected appointment challenges.
*Advanced reminders within 24 hours of the appointments considered best practice.

Question 66

Benefits of a well-designed staff schedule…

Answer 66

*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 67

Scheduling considerations…

Answer 67

*What are the needs of the practice? How many doctors are on duty on a given day, and how do you want to leverage those doctors?
*Attempt to limit the number of new employees in training that can be scheduled during each shift?
*The staffing budget will likely guide staffing levels.
*Complete and post the staff schedule on a consistent deadline well in advance of those shifts.
*Staff time off request need to be submitted at the minimum of 30 days in advance and in writing
*Keep written time off request in an employee file for the same length of time you are required to keep payroll records and time cards. (** Under Fair Labor Standards Act (FLSA) At least 3 years).
*Do NOT make verbal staffing agreements, have schedule in written form.
*To avoid perception of favoritism or inequality, create a written time off policy.
*If employee considers it a benefit include 4 - 10 hour days, 3-12 hours days, or 5-8 hour days.
* unpopular shift differentials can average 10-20% of the employees regular hourly wage.

Question 68

Delegation and Empowerment are the keys to a successful veterinary practice.

Delegate -

Answer 68

Authorizing subordinates to make certain decisions.
Delegation increases time, reduces stress, allows a work/life balance, and shows team members they are capable of completing assigned tasks (Builds confidence and future leaders).

Question 69

Delegation and Empowerment are the Keys to a successful veterinary practice.

Answer 69

Empower - the act of sharing managerial power with subordinates. It is the concept of encouraging and authorizing workers to take initiative to improve operations, reduce costs and improve customer service.
*To become efficient and understand delegation and empowerment, one must accept error.
* Team members will make mistakes and the goal is for them to learn from them through trial and error. Mistakes offer a learning opponent for all when shared with the team.

Question 70

To effectively delegate tasks to team members, use the SMART system …

Answer 70

*Specific - Define the dark.
*Measurable - How is the task going to be measured in terms of progress or completion.
*Agreed - both parties agree on the importance of the task and how the results will be achieved.
*Realistic - The task being delegated and the goals being sought are realistic with the time constraints that are in place.
*Time Bound - How and when will the results be expected? Create check-in points on the calendar. Eco-in points prevents micromanagement and keeps lines of communication open.

Question 71

Assigning or scheduling the number of support staff needed to enable the doctors to perform as efficiently as possible.

Answer 71

Staff Leveraging

*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 service.

Question 72

What Act sets basic minimum wage and overtime pay standards and regulates the employment of minors.

Answer 72

The Fair Labor Standards Act

Question 73

Under the _____________act each eligible employee is entitled to a total of 12 workweeks of unpaid leaving during and 12 - month period.

Answer 73

Family and Medical Leave act (FMLA).

*To be eligible, an employee must have been employed for at least 12 months, although the months need not be consecutive.

Question 74

Every employer, regardless of the number of employees must post and maintain various Department of Labor posters in a Conspicuous location frequented by employees.
What are the 5 required posters?

Answer 74

*The Fair Labor Standards Act and minimum Wage
*Equal opportunity provisions of the law.
*The Family and Medical Leave Act.
*OSHA Job and Safety and Health Protection requirements
* The Employee Polygraph Protection Act

Question 75

Define how great leadership can benefit the practice.

Answer 75

Great leadership builds an employee bond with the practice, and creates a proactive environment that requires little management. A motivating leader generates enthusiasm and excitement and provides a path for team members to be successful.

Question 76

Define how poor leadership can negatively affect the practice.

Answer 76

Poor leadership yields high employee turnover, unsatisfied clientele, low client compliance, and high management responsibilities.

Question 77

Define organizational development.

Answer 77

Organizational development is defined as the development, improvement , and effectiveness of an organization that includes the culture, values, systems, and behaviors.

Question 78

Define employee development.

Answer 78

Employee development is defined as building team retention, motivation, engagement, and individual well-being.

Question 79

Name some ways effective leadership is shown.

Answer 79

Effective leadership is shown through character, behavior, and actions.

Question 80

Define situational leadership.

Answer 80

It is the leaders responsibility to recognize and adapt to the team in which he/she is leading;
it is not to the team to change or adapt to the leader.

Question 81

In the leadership challenge, founded by Kouzes and Posner, name at least three components of great leadership.

Answer 81

Challenges the status quo, which leads to innovation when change is needed; Enables and empowers collaboration amongst team members; Walks the walk, Encourages team members through recognition and accomplishments; Inspires the buy- in of the mission, vision and values.

Question 82

Define a practice mission.

Answer 82

The mission is defined as the purpose of the hospital and the fundamental reason that the practice exists.

Question 83

How can a lack of MVVs (Mission, vision, values) negatively affect the practice

Answer 83

Owners operate without a clearly defined path for success, managers struggle to implement policies and procedures that support a vision for the hospital, and team members lack the direction needed to meet desired goals.

Question 84

Name some areas in the hospital that MVVs (Mission, Values, Visions) can affect

Answer 84

Human Resources, marketing, and finance.

Question 85

Explain some ways in which a diverse team can positively affect the practice.

Answer 85

Diversity provides different insights that can be used to identify problems, solve problems, create solutions, or develop successful pathways to achieve goals.

Question 86

Why is having a work life balance important.

Answer 86

If one’s work balance overloads their life balance, burnout will likely occur within five years(even if you love your job). Team members are seeking flexible work schedules with less hours and more work-life balance. Leaving work at the end of the day becomes just that : leaving work.

Question 87

Name some effective methods to retain team members.

Answer 87

Retaining team members can be effectively accomplished by identifying each team members wants and needs, cultivating inclusion, and enhancing engagement. It also occurs through positive reinforcement, rewards, expanding roles, and career development.

Question 88

Describe how an “employer brand” is established.

Answer 88

An employer brand is established by creating a strong positive culture that draws potential candidates to the practice seeking employment opportunities.

Question 89

Define empowerment and y it’s important to empower team members.

Answer 89

Empowerment means to give power or authority to; to authorize; to enable or permit. This means giving team members the ability and permission to complete tasks and objectives. Empowering is the concept of encouraging and authorizing workers to take initiative to improve operations, reduce costs, and improve the quality and quantity of service.

Question 90

Give two examples of questions that cannot be asked during an interview.

Answer 90

Any question that relates to age, marriage, children, or military status cannot be asked.

Question 91

What is FLSA?

Answer 91

FLSA is the fair labor standards act that was created to protect employees from unfair work practices.

Question 92

What is USERRA?

Answer 92

USERRA is the Uniformed Service Employment and Reemployment Act that was created to protect individuals that are enrolled in any armed forces branch. Military members cannot be discriminated against for their past current service and have the right to return to the same position once they return from deployment.

Question 93

What is OSHA?

Answer 93

OSHA is the Occupational Safety Health Administration and was created to protect employees while on the job.

Question 94

What posters are required to be displayed in a practice?

Answer 94

FLSA (Fair Labor and Standards act), Polygraph protection act, FMLA (Fair Medical Leave act), EEO (Equal Employment Opportunity), IRCA (Immigration Reform and Control Act)

Question 95

What is the benefit of developing an employee manual?

Answer 95

Employee personnel manuals discuss all actions that expected of employees and may list consequences associated with failure to comply.

Question 96

What payroll taxes are employers responsible for?

Answer 96

FUTA ( Federal Unemployment Tax Act), SS (Social Security), and Medicare are the taxes that employers must pay for each payroll period.

Question 97

What is a contract employee?

Answer 97

A contract employee is one who is not employed by the practice, works their own established hours, and is not under the direction of any supervisor.

Question 98

Why provide training in phases?

Answer 98

Training should be implemented in phases to prevent a new team member from becoming overwhelmed during the first weeks of training.

Question 99

How many weeks does the FMLA (Fair Medical Leave Act) cover and employee to take unpaid leave?

A. 14 weeks
B. 6 weeks
C. 12 weeks
D. 8 weeks

Answer 99

C. 12 weeks

Question 100

Which act requires employers to pay minimum wage and over-time pay?
A. FMLA (Fair Medical Leave act)
B. EPPA (Employee Polygraph Protection act)
C. EEO (Equal Employment Opportunity)
D. FLSA (Fair Labor and Standards act)

Answer 100

D. FLSA (Fair Labor and Standards act)

Question 101

What does NCA stand for?

A.) National Contract - Employees Association
B.) Noncompete Agreement
C.) No Contract ACT
D.) Nonimmigrant Control Act

Answer 101

NCA stands for noncompete agreement.

Question 102

Which of the following is a question you should not ask into an interview?

A.) Why would you want to leave your current position?
B.) What is your salary requirement?
C.) What was the least enjoyable aspect of your last job?
D.) When did you graduate from High school?

Answer 102

D.) When did you graduate from High School?

Question 103

What does the abbreviation AD stand for?
A.) Right Ear
B.) Right Eye
C.) Once Daily
D.) Adrenal Disease

Answer 103

A.) RIGHT Ear

**AU (Both Ears), AS (Left Ear), AD (Right Ear)

Question 104

Why should a veterinary practice implement an appointment system if one is not already in place?

Answer 104

To help control the traffic flow within the practice at all times.

Question 105

How can clients be informed of the changes when a practice wants to implement an appointment system? Why create a positive atmosphere when making these changes?

Answer 105

Brochures, postcards, and news letters can be sent to clients indicating the change from walk-in to appointment service. Creating a positive atmosphere about the change will help clients embrace the change and learn to make appointments.

Question 106

What are the benefits of clients dropping off patients?

Answer 106

If an appointment time is not available and the pet needs to be seen, dropping off the patient allows the team to work it in between appointments , reducing long wait times. The team can examine the patient, perform laboratory procedures needed, and call the client when the patient is ready to be picked up.

Question 107

Why should veterinary clinics strive for a proactive environment?

Answer 107

Proactive environments take care of problems before the arise, ensuring client satisfaction.

Question 108

Why should an appointment be established for client education?

Answer 108

Client education can take a large amount of time depending on the disease or condition that needs to be discussed. Clients should not have to wait long periods of time to be educated, or they become irritated. Once they are irritated, they may not listen to all of the information that is being presented to them.

Question 109

Explain how to handle clients that are always late to their appointments.

Answer 109

They must be reminded in a kind manner what time their appointment is, and informed that the appointment will take the full time that has been allotted for them. If they cannot make the appointment time, it will need to be rescheduled.

Question 110

What factors affect appointment scheduling?

Answer 110

The number of veterinarians working, technician appointments, surgeries, dental procedures, non sterile procedures, holidays, the type of appointment, and the particular client.

Question 111

Specific clients always take longer for appointment’s. Why allot those specific clients more time than others?

Answer 111

Allotting more time for these clients will reduce schedule back ups and decrease team member stress. Being proactive prevents schedule backup later in the day.

Question 112

Why should walk-in clients be seen?

Answer 112

Many clients feel that their pet may be experiencing an emergency and cannot wait for the next available appointment; therefore must be seen for the minor emergency. The emergency may not seem like an emergency to the staff, but it is important to the client to be seen. Practices do not want clients to feel that their pet is not important enough to be seen.

Question 113

What information is vital when scheduling appointments?

Answer 113

Clients name, pet’s name and specie problem to be seen for, and a phone number to contact the client the day of the appointment.

Question 114

The goals of an appointment system include which of the following?
A.) Maximize productivity
B.) Reduce staff tension
C.) Control traffic within the veterinary hospital
D.) All of the above.
E.) None of the above

Answer 114

D. ) all of the above

Question 115

The longer a client waits to be seen for his appointment, the more likely..
A.) Compliance will increase
B.) Compliance will decrease
C.) Compliance will not change with appointment wait times.

Answer 115

B.) Compliance will decrease.

Question 116

To help reduce client overload at the front desk, appointments should be:
A.) Set every 15 minutes
B.) Staggered by at least 5 minutes
C.) None of the above

Answer 116

B. Staggered by at least 5 minutes.

Question 117

Appointments should be scheduled for:
A.) Client education
B.) Surgery/dental procedures
C.) Technicians
D.) All of the above
E.) None of the above

Answer 117

A.) Client Education

Question 118

Appointment lengths may vary for all of the following except:
A.) Specific Client
B.) Appointment type
C.) Veterinarian
D.) Patient

Answer 118

D.) Patient

Question 119

What are the benefits of a travel sheet ?

Answer 119

Travel sheets can help eliminate any discrepancy in charge amounts and decrease lost charges.

Question 120

Cross training should be introduced as improvement to job satisfaction, not a threat to job security.

Answer 120

Cross training should be introduced as improvement to job satisfaction, not a threat to job security.

Question 121

What three elements must exist for intrinsic motivation to occur?

Answer 121

Autonomy - clarifies that people do not want to be micromanaged. Team member would never be motivated.
Mastery - people want to master their skills. Are motivated to continue to improve.
Purpose - people want to have a purpose and make a difference in patients lives.

**When these three factors occur in tandem intrinsic motivation occurs.

Question 122

Emotional intelligence is often described by five levels of competence in which to focus personal improvement. What are those five levels?

Answer 122

*Self-awareness
*Self - control
*Self- motivation
*Empathy
*Effective Management of relationships

Question 123

The three most common accounting methods of accounting for veterinary practices are the following.

Answer 123

*Cash method - income is recorded when cash is received, not when the services are performed.
*Accrual method - Income is recorded when the services are performed, not when the client ultimately pays for those services.
*Hybrid or modified accrual method - this is combination of the two methods, and therefore requires that the practice be consistent from year to year as to how income and expenses are recorded.

Question 124

If you only look at one financial statement in the practice it is likely to be this one…
**Even though you should see the balance sheet as well :)

Answer 124

The profit and loss statement! This is the statement that shows the income the practice earned and the expenses it incurred (or paid) during the month.

Question 125

What is the primary purpose of the balance sheet?

Answer 125

Its primary purpose is to provide a snapshot view of the assets, liabilities, and (owner(s) equity at a specific moment in time.

Question 126

What are assets ?

Answer 126

Assets represent all the things of value that a practice owns. That includes cash, accounts receivable (if on the accrual basis), inventory, buildings, land, equipment, prepaid expenses, and goodwill.

Question 127

What are KPIs (key performance indicators) effectively used for?

Answer 127

*Measure performance of the practice.
*Explain changes seen in the financial statements
*Provide detail as to why hospital changes are occurring.
* allow comparison of hospital data internally (from quarter to quarter or year to year).
* Comparison of hospital data to published bench marks. **The most common client related KPIs include the total number of active clients, number of clients per doctor, number of new clients, more of lost clients, number of transactions per client, and revenue per client.

Question 128

What will an analysis of client information from the practice information management system (PIMS) reveal?

Answer 128

Trends in numbers of active clients, new clients, lost clients, number of pets per client, number of visits per client, and other areas.

**These type of metrics are generally called key performance indicators (KPI).

Question 129

What are key performance indicators (KPIs)?

Answer 129

Key metrics (financial and operational) used to measure performance of an organization.

*measure performance of the practice, explain changes seen in the financial statement..they also help answer the question, How am I doing?

Question 130

What is a practice information management system ( PIMs) ?

Answer 130

The software system used by the practice for client invoicing , medical records, inventory, metric analysis, tracking of accounts receivable and other revenue related activities.

Question 131

Most studies consider an active client to be one who has visited the practice in the last ____ months

Answer 131

12 Months.

Question 132

__________ is the process by which a practice compares itself to others (especially those known for outstanding performance) in an attempt to improve performance.

Answer 132

Benchmarking

Question 133

__________, _________,_________,________ Are the four major phases that describe a business from the time it is formed until the time it is closed.

Answer 133

Startup, Growth, Plateau, and Decline.

Question 134

_______ is a commonly prepared financial statement that shows a businesses FINANCIAL POSITION at a specific point in time. This statement lists a practices assets, liabilities, and owners equity.

Answer 134

Balance sheet.

Question 135

________ is a commonly prepared financial statement that shows a businesses PERFORMANCE over a period of time. This statement lists income and expenses during the covered period (also known as profit and loss statement, or P&L).

Answer 135

Income statement

*Intuitively easier to understand than the Balance sheet
*Shows the revenues, expenses and net income of a practice for a given period of time, usually a month or a year.
*Should be reviewed by owner and manager on a monthly basis
*This statement may be prepared on a cash or on an accrual basis

Question 136

Accrual basis financial statements are more accurate than _______ ones in matching revenue and expenses to the activity that caused these items to be incurred.

Answer 136

Cash basis.

Question 137

Of all the financial key performance indications (KPIs), _________ is the most important for overall practice success as well as sustaining the value of the business to a buyer. This represents the money remaining after all normal business expenses are paid.

Answer 137

Profitability.

Question 138

__________ Recognizes revenues are earned and expenses are incurred, which disregards when the actual cash transaction occurs.

Answer 138

Accrual Accounting

Question 139

_____________ recognizes revenues and expenses as cash received or disbursed, regardless of the earnings process or the matching concept.

Answer 139

Cash basis accounting

Question 140

__________ are agreements between shareholders or LLC members, or agreements in partnership documents that explain and provide for the methodology of allowing owners to exit, how the practice will be priced, and how payments will be made upon that exit.

Answer 140

Buy/Sell Agreement.

Question 141

Occurs when a supervisor conditions the granting of employment benefits upon the receipt of sexual favors from a subordinate, or when a supervisor punishes subordinate for refusing to submit to his or her request for sexual favors.

Answer 141

Quid Pro Quo Sexual Harassement

Question 142

What is the importance of following a complete employment selection process?

Answer 142

It will help you determine the quality of your new hires and can have an impact both on daily operations and your company’s long term success. Choosing the wrong employees can make your workforce less productive, reduce quality, lower customer satisfaction and cost the company more money

Question 143

When are pre employment back ground checks performed and what process is used when a background check reveals data with significant hiring concerns.

Answer 143

*Pre adverse action letter to inform candidate aerie action is possible (this gives them the option to clear up something that isn’t theirs on background check)

*Adverse action letter to inform candidate adverse action is imminent (Not hirable).

Question 144

What collection of materials and information would be most beneficial in a new employee orientation packet?

Answer 144

Job description, Hospital employee handbook, salary and benefits summary, practice policy and procedure manuals, Confidentiality agreement.

Question 145

OSHA (U.S.) regulations - How do they apply to staff training and safety

Answer 145

To assure safe and healthful working conditions; by providing for research, information, education, and training in the field of occupational safety and health.

Question 146

What resources are available for continuing education for the staff?

Answer 146

State and local lectures and conferences, online training sites and blogs, magazines and national confrences. Virtual team training.

Question 147

How does development and learning increase employee engagement?

Answer 147

Well done training can improve staff confidence and productivity, build employee loyalty, and provide a competitive advantage attracting and keeping good staff and doctors.

Question 148

What is open book management?

Answer 148

Open book management allows for a certain degree of transparency in the activities of the business, and it allows for involvement of team members. It can build trust!

Question 149

Describe the benefits of staff participation in creating and/or changing hospital policies.

Answer 149

Them team must have a shared sense of core values and guiding principles that offer direction when difficult decisions must be made. The staff needs a sense of purpose.