Session 2- Human resources Part 1 Flashcards
(116 cards)
1
Q
5G factors to use while evaluating if it’s time to hire
A
-veterinary to staff ratio
-Veterinary production
-team member production
-Staff payroll percentages
-hospital flow
2
Q
Ideal veterinary to staff ratio
A
 4.9 to one
3
Q
Veterinary production, a.k.a. active income, should be
A
50%
4
Q
Team member production, a.k.a. passive income, should be
A
50% of revenue 
5
Q
Federal laws that relate to record retention for hiring
A
Title seven civil rights act-15 employees
Americans With Disabilities Act -15 emp
It’s discrimination and employment act -20 emp
EEOC enforces these
6
Q
Federal retention laws for applicant documents
A
One year from filling the position, two years if over 40Yo
Reading may say 3 to 7 years average
7
Q
What is a telephone pre-screen interview?
A
A method used to narrow the field of applicants for in-person interviews
8
Q
What are the three types of direct one-on-one interviews?
A
- Behavioral
- Competency
- Situational
9
Q
What does a behavioral interview focus on?
A
Specific instances of past behavior to evaluate actual behaviors
This helps managers move beyond general statements.
10
Q
What is the focus of a competency interview?
A
Specific skills needed for the position
This assesses whether the candidate possesses the necessary competencies.
11
Q
What does a situational interview assess?
A
How an applicant would react to a specific situation or event they might face on the job
This type of interview evaluates problem-solving and decision-making abilities.
12
Q
What characterizes a panel interview?
A
Two or more people take turns asking questions
This format allows multiple perspectives on the candidate.
13
Q
What is a video interview primarily used for?
A
Mainly in technology and when the applicant is not local
This format allows for remote assessment of candidates.
14
Q
What is a working interview?
A
An interview used to observe soft and hard skill sets
Candidates must be on payroll and eligible to work in the U.S.
15
Q
What are the requirements for a working interview?
A
- Must be on payroll
- Must be eligible to work in U.S
- Must be paid at least minimum wage
- Must be covered under workers compensation
These requirements ensure legal and ethical standards are met.
16
Q
What are five types of interviews?
A
Telephone pre-
direct one on one
Panel interview
Video interview
Working interview
17
Q
What guides the interview process?
A
The job description guides the process.
18
Q
What should be created for each role/position during the interview process?
A
A list of competencies for each role/position.
Then create a list of questions that deals into those specific competencies
19
Q
What type of questions should be used to explore competencies?
A
Behavioral and open-ended questions.
20
Q
What type of questions should be avoided during the interview?
A
Yes/no questions.
21
Q
What should be avoided in interview questions?
A
Questions related to protected classes or personal life details.
22
Q
What focus should interview questions have?
A
The skills, knowledge, and abilities needed for the position (SKAs).
23
Q
Two goals of interviewing
A
Determine the applicants core competencies, knowledge base and skill set (easy part)
Determine if they are a fit for the culture
24
Q
What does FIT refer to in the context of hiring?
A
How the candidate will complement the culture of the hospital or desired culture
Best measured using behavioral drivers of the individual.
AKA alignment
25
What is IMPACT in the hiring process?
The measure of results the candidate has achieved in the past and is likely to achieve in the future.
26
Define POTENTIAL in the context of candidate evaluation.
The measure of growth the individual would be expected to experience and the increase in impact over time.
27
Why is it critical to hire individuals with significant POTENTIAL?
To ensure future success of the practice and facilitate business growth.
28
FIT is also known as _______.
[Alignment]
29
What are three things to be conscious when you're interviewing and screening candidates?
fit
Impact
Potential
30
Strategies when you're looking for a candidate
Creating detailed profile for each role
Screen for the best fit
31
What is a way to enable the interviewer/interviewers to compare candidates consistently?
Create a rating scale, attached to each competency
Especially helpful when multiple people involved in the interview process 
32
What are five different types of interview questions?
Initiative
motivational
attitude
personal job related, not truly personal management
33
What are the topics that there are no legal questions regarding these during an interview
Marital or family status, national origin, race, color or sex religion
34
What is preemployment screening and when would you use it?
Tests administered to gain a deeper understanding of behavior. Examples include knowledge and skills, abilities, honesty, personality, and emotional intelligence.
Validity and reliability are critical
35
_______ contains multiple regulations regarding background checks for employment
Fair credit reporting act
36
True or false you must supply written notice to all applicants that a background screen is part of the interviewing process
True
Fair credit reporting act
37
Example, examples of background investigation
Criminal history, Social Security trace motor vehicle records, confirmation of qualifications and drug testing
38
Adverse action letter is also known as
Final adverse action or second notice
This is a letter sent to the applicant after the final employment decision is made if it is determined that they are not going to be hired due to results of background check
39
What are non-compete agreements also known as?
Covenant not to compete
40
Why are non-compete agreements valued by potential purchasers of a practice?
They provide assurance regarding employee retention and business stability
41
What must be practical in the scope of restrictions in a non-compete agreement?
Both in time and miles
42
What factors do courts assess to consider the 'reasonableness' of a non-compete agreement?
* The relationship among employers/buyers and employee/sellers
* The scope of activity restricted
* The time limitation
* The geographic restraints
* The benefit to the person signing(adequacy of consideration)
43
True or False: Non-compete agreements are becoming easier to enforce.
False
44
What is a suggested alternative to enforcing non-compete agreements?
Building a culture and benefits package that makes employees stay
45
What can be a significant legal cost related to non-compete agreements?
High legal costs may be more than the loss of a person who takes clients
46
Plant an executed process of welcoming, orienting and training a new employee
On boarding
Not a single event continues through first 12 months
47
Tasks to be performed by management before new hire first day
Send a welcome letter with early training dates and shifts where to park practice website and early access to employee Internet site
Notify current employees of the decision, the new employee schedule and your expectations of the team
Be with the assigned trainers to discuss throughout training schedule
Inform employee what to bring on the first day, identification and direct deposit information and license credentials 
48
What are the Four Cs of successful onboarding?
Compliance, Clarification, Culture, Connection
## Footnote
Four Cs framework helps in structuring effective onboarding processes.
49
What does Compliance refer to in the onboarding process?
Educating the new hire on the practices, policies, and procedures.
Most basic-
50
What is Clarification in the context of onboarding?
Sets expectations and is specific to the individual new hire.
51
How does Culture play a role in onboarding?
Aids in understanding practice norms and team dynamics.
Unspoken rules and ideals of the practice
52
What is the purpose of Connection in onboarding?
Forming relationships and networks that strengthen the bond the new hire feels towards the practice.
## Footnote
Meet and greet
53
What does EASE stand for in the onboarding process?
Encouragement, Align, Solve, End
## Footnote
EASE is a framework to facilitate the transition of new hires.
54
What is the role of Encouragement in onboarding?
Increases confidence and translates to a feeling of being more capable of the job.
55
What does Align mean in the EASE onboarding framework?
Align team members with the new hire for support and coherence.
L
56
What is the focus of Solve in the EASE framework?
Keeping an eye out for potential problems and resolving them before they escalate.
##
57
What does End refer to in the EASE onboarding process?
Ending distractions and keeping the new hire focused on what matters most.
58
Fill in the blank: The Four Cs include Compliance, Clarification, Culture, and _______.
Connection
59
True or False: EASE stands for Encourage, Align, Solve, and End.
True
60
_______ all progressive steps in the training for a specific position
Phase training lists
61
Benefits of phase training lists
Your team members are trained properly
It's training information to avoid overload
Find resource for training preparation for the trainer
Provides reference and review material for new employee
Accommodate new employee that already has some experience
62
A reasonable training investment is____ of revenue
1-2% annual gross revenue
63
Three most common reason staff members leave the practice
Lack positive feedback
Lack of training opportunities
Failure of management to include them in the larger strategic vision
64
What is the definition of Shared Purpose in employee development?
Shared core values and guiding principles that offer direction when difficult decisions must be made.
65
What should be evaluated against the productivity needed or wanted?
The tools provided for the job.
## Footnote
Assessing tools ensures they meet the requirements for effective performance.
66
What do Standard Operating Procedures help with in a team?
Deliver consistent, high-quality medical care.
67
What are Performance Standards?
Defined standards that are communicated and upheld for accountability.
## Footnote
Clear performance standards are crucial for measuring success and maintaining quality.
68
What does it mean to Engage and Empower a team?
Encourage input from the team by creating a psychologically safe culture.
## Footnote
Trust is emphasized as a cultural priority rather than just a word.
69
What is the importance of Recognize and Reward in employee development?
Appreciate and value opinions and effort.
## Footnote
Recognition fosters motivation and engagement among team members.
70
How do physical fitness and absenteeism relate to productivity?
Absenteeism and presenteeism both affect productivity and are influenced by physical fitness and well-being.
## Footnote
Maintaining physical health is key to ensuring consistent attendance and productivity.
71
What is meant by Personal Focus in a team context?
The focus of each team member on what they want to achieve professionally.
## Footnote
Individual goals contribute to overall team performance and satisfaction.
72
What does Team Focus promote within a group?
Fosters awareness and reinforces commitment to the mission and purpose of the entire team.
## Footnote
Team building is essential for creating a cohesive work environment.
73
Nine ways of employee development to enhance productivity
Shared purpose
Tools for the job
SOP
Performance standards
Engage and empower
Recognize and reward
Physical fitness
Personal focus
Team focus
74
True or false mission, and values of the practice help to define the core competency that should be expected of the employees
True
75
examples of core competency
Teamwork
Customer focus
Accountability
Technical skills
Some hospital wide and some specific to individual positions
76
Why are core competency important in the development?
They can be teared to the beginner, intermediate and proficient current skill set
Can be considered in reward based compensation
77
Documents created by the employee help with management to define goals and time frames
individual development plans
78
Who is responsible to ensure that in an individual development plan aligns with goals and vision and vision of the practice?
Manager
79
What is an Employee Individual Development Plan?
An employee development system based on mutual commitment between practice leadership and its staff members.
## Footnote
This plan is typically structured around annual goal setting.
80
What is the most common format for Employee Individual Development Plans?
Annual goal setting.
## Footnote
This approach helps in tracking progress and aligning employee objectives with organizational goals.
81
What theory do Employee Individual Development Plans rely on?
The theory of positive reinforcement.
## Footnote
This contrasts with negative reinforcement, which can demotivate employees.
82
Who is responsible for ensuring that an employee's goals align with the practice's vision?
Management.
## Footnote
Management plays a crucial role in guiding employees towards organizational objectives.
83
What are Employee Development Plans focused on?
Increasing the scope of tasks, core competencies, and a sense of fulfillment of the employee.
## Footnote
These plans aim to enhance employee engagement and growth.
84
How do Employee Development Plans differ from Performance Improvement Plans?
Employee Development Plans are not associated with Performance Improvement Plans, which involve progressive discipline.
## Footnote
Performance Improvement Plans are typically used when an employee is not meeting performance expectations.
85
What percentage of learning within an organization should come from on-the-job training?
70%
## Footnote
This is part of the 70/20/10 Learning and Development Model.
86
According to the 70/20/10 Learning and Development Model, what percentage of learning should come from coaching and mentoring?
20%
## Footnote
This model emphasizes the importance of informal learning.
87
What percentage of learning in the 70/20/10 model is attributed to actual courses, lectures, and formal training?
10%
## Footnote
This highlights the minimal reliance on formal education in the model.
88
Is there empirical evidence that the 70/20/10 ratio is optimal?
No empirical evidence
## Footnote
The ratio serves as a starting point for discussion and can be customized.
89
Fill in the blank: The 70/20/10 Learning and Development Model suggests that _______ should come from on-the-job training.
70%
## Footnote
This model outlines a distribution of learning sources.
90
True or False: The 70/20/10 Learning and Development Model is rigid and cannot be customized.
False
## Footnote
The model can be tailored to fit individual circumstances.
91
What is the recommended duration for training modules in virtual team training?
Around 20 minutes
## Footnote
Virtual audiences cannot tolerate long training sessions.
92
What is an effective way to begin a virtual training session?
Use ice breakers and a strong scripted introduction
## Footnote
This helps gain attention from the start.
93
How quickly should relevance be established in a virtual training session?
Within 30 seconds
## Footnote
This can involve using quotes, cartoons, videos, or articles.
94
What methods can be used to present information in a virtual training session?
Stories, case studies, and various forms of media
## Footnote
This helps maintain the focus of the team.
95
Why are compelling questions important in virtual training?
They engage the team throughout the session
## Footnote
Use polling and involve the team actively.
96
What should realistic demonstrations in virtual training be like?
Short, focused, and easy to follow
## Footnote
This enhances comprehension.
97
What is the purpose of provoking discussion in virtual training?
To help team members buy into and internalize the training
## Footnote
However, discussions should not dominate the session.
98
What role do interactive activities play in virtual training?
They are critical to successful training
## Footnote
Interaction enhances engagement.
99
What is the recommended way to conclude a virtual training session?
End with an inspirational finale and call to action
## Footnote
This leaves a lasting impression.
100
What is the key to effective virtual team training preparation?
Prepare thoroughly for every aspect
## Footnote
Preparation is vital for success.
101
10 for virtual team training
20 minute sessions
Grab attention from the start, icebreakers
Established relevance within 30 seconds
Information with a twist using stories in case studies
Ask compelling questions throughout
Conduct realistic demonstrations
Provoke discussion
Interactive activities
And with called action
Prepare, prepare, prepare
102
Two goals for effective appointment schedule
Eliminate client wait time and maximize efficiency of doctors and support staff, a.k.a. minimizing downtime between clients procedures
Week at a glance scheduling style for paper appointment book is preferred
103
What are bonding rate goals for doctors?
70% if tenured
25% for new
104
Fill rate
Number of booked appointments/available appointments
105
How long should you keep written off requests and the employee file?
Same length of time you are required to keep payroll records, and time cards
106
Shift differentials, can average____ of the employee's regular hourly wage
10-20%
107
To become efficient and understand the delegation and empowerment one must
Except error
The goal is for them to learn through trial and error mistakes are learning opportunity
108
True or false you can use the SMART system to effectively delicate task to team members
True
109
_____prevents micromanage and keeps line of communication open
Check points
110
What is a way to determine if your team is effectively leveraged
Ask each one to write down a list of every task they do in a one week. Then compare the task to see if they are working outside or beneath their credential.
111
Benefits of staff leveraging
Higher job satisfaction, employee engagement, patient advocacy, and increase profitability
112
What is the goal of the first five minutes in a 15 minute annual wellness appointment? Dense scheduling
The technician check in period for patient history and vitals.
## Footnote
This period is essential for gathering preliminary information before the doctor's examination.
113
What activities are performed during the second five minutes of a 15 minute annual wellness appointment? dense scheduling
The doctor is present to perform the physical exam, answer questions, gather information and discuss preventative care.
## Footnote
This time is crucial for direct interaction between the doctor and the patient.
114
What tasks may be completed during the last five minutes of a 15 minute annual wellness appointment? Dense scheduling
The technician and/or doctor may collect lab samples, fill prescriptions or vaccinate.
## Footnote
This final segment allows for necessary medical procedures to be efficiently completed.
115
Fill in the blank: The first five minutes of a wellness appointment involves the technician check in period for _______ and vitals.
patient history
116
True or False: The doctor is present for the entire duration of a 15 minute annual wellness appointment.
False
## Footnote
The doctor is only present during the second five minutes.
