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Cvpm > Session 3-HR Part 2 > Flashcards

Session 3-HR Part 2 Flashcards

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1
Q

How long should staff meetings last?

A

45 minutes max

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2
Q

What is the primary focus of training meetings?

A

Training meetings need to be goal oriented regardless of the speaker.

Example set a goal for the training meeting. Employees need to know how to be able to…..

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3
Q

What should be set and published before a training meeting?

A

Goals should be set and published.

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4
Q

What types of tests should be included in a training meeting?

A

Tests should include verbal, written, and demonstrated assessments on the material covered.

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5
Q

What is required of employees regarding the tests at training meetings?

A

Employees should be required to pass the test.

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6
Q

What purpose do tests serve in training meetings?

A

They provide a degree of quality control and ensure employees use their time well in training meetings.

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7
Q

Can training meetings be part of other meetings?

A

Yes, training meetings can also be a short and less formal part of any meeting.

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8
Q

What is the purpose of a Formal Review in employee performance evaluations?

A

Explores whether an employee’s work is meeting the expectations of the job as well as the employee’s assessment of personal goals and job satisfaction.

Formal reviews are structured assessments that provide insights into both performance and personal fulfillment at work.

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9
Q

What are Coaching Conversations?

A

Frequent, semi-casual conversations to address positive and negative behaviors and outcomes in the moment.

These conversations help to provide immediate feedback and support to employees.

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10
Q

What is the purpose of a Stay Interview?

A

Created to assess the team members true job satisfaction.

Stay interviews help organizations understand what keeps employees engaged and satisfied in their roles.

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11
Q

What are Corrective Actions in the context of employee performance?

A

Addresses unacceptable behavior that has not improved through coaching or formal review processes.

Corrective actions are necessary steps taken when performance issues persist despite previous interventions.

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12
Q

List the Four Disciplines Necessary for Effective Performance Reviews.

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

These disciplines ensure a comprehensive approach to performance management.

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13
Q

Four types of evaluations

A

Formal review, coaching conversations stay interview corrective actions

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14
Q

What are the four elements that successful employee performance review programs combine?

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

Each element plays a crucial role in enhancing employee performance and ensuring effective communication.

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15
Q

Why is regular informal feedback important in employee performance reviews?

A

It provides ongoing input rather than relying solely on annual evaluations.

This feedback focuses on day-to-day performance objectives and requires supervisors to closely observe and evaluate employees.

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16
Q

What should performance goals set by employees and supervisors be?

A

Specific and quantifiable

Goals can be short-term or long-term and should cover various objectives.

Core competencies should be used to determine

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17
Q

What is the purpose of action plans in performance reviews?

A

To address performance or disciplinary problems

Plans should detail the problem, steps for resolution, and a timeframe for implementation.

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18
Q

What should an action plan include?

A

The nature of the problem, steps to solve it, and time frame for implementation

Employees should have input on the plan and can suggest changes.

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19
Q

How often should formal reviews be conducted ideally?

A

Several times a year

If regular informal meetings occur, annual or semi-annual reviews may suffice.

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20
Q

What is the primary purpose of formal reviews?

A

To assess whether goals and action plans have been met

They should not be used to address ongoing performance problems.

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21
Q

Fill in the blank: Performance goals should be _______ and quantifiable.

A

specific

This ensures clarity and measurability in performance expectations.

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22
Q

True or False: Supervisors should only address performance issues during formal reviews.

A

False

Regular informal feedback is essential for timely performance management.

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23
Q

What should happen once an action plan has been agreed upon?

A

It should be reviewed regularly to ensure effective implementation

This promotes accountability and progress tracking.

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24
Q

What does the ‘A’ in the A-B-C-D-E-F Formula stand for?

A

Awareness. Describe the problem with complete clarity to the employee.

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25
What is meant by 'Behavioral Expectations' in the A-B-C-D-E-F Formula?
Explain the specific improvement the employee must make.
26
What does the 'C' represent in the A-B-C-D-E-F Formula?
Consequences. Tell the employee exactly what will happen next if the behavior is repeated.
27
What is the purpose of 'Decision to Change' in the A-B-C-D-E-F Formula?
Ask the employee if they are able and willing to make the necessary changes.
28
What is required from the employee during 'Employee Involvement'?
If the employee commits to the change, they must write an action plan describing how they intend to succeed.
29
What is the final step in the A-B-C-D-E-F Formula?
Follow Up. Schedule a time to follow up and at that time either praise the improvement or implement the previously detailed consequences.
30
Fill in the blank: The A-B-C-D-E-F Formula is used for _______.
Corrective Action Discussion.
31
What does the acronym stand for ABCDEF regarding corrective action discussions?
Awareness, behavioral expectations consequences, decision to change, employee involvement, and follow up
32
Top three issues that caused conflict in the workplace
Gossip lack of training, lack of communication
33
No conflict in your practice may mean
Team members are afraid to speak up The practice culture is one word team members are trained to do what they are told The team all think so much alike that there is little creative tension to promote in innovation or change
34
What is the first step in the conflict management method?
Confront The Behavior ## Footnote Call the 2 employees into your office and explain that their behavior isn't acceptable.
35
What is the second step in the conflict management method?
Talk it Out ## Footnote Explain that they are professionals and expect them to listen to one another and work out a solution.
36
What should team members do during the 'Talk it Out' step?
Take turns talking and listening without interrupting ## Footnote This helps them begin to discover solutions.
37
What is the third step in the conflict management method?
Hold Team Members Accountable For Solutions ## Footnote Tell them you have confidence in them to find a solution and give them 1 or 2 days.
38
What is the purpose of the follow-up and feedback step?
Hold short, weekly check-ins ## Footnote Ask each team member how things are going and compliment them when you see evidence of cooperation.
39
How should follow-up meetings be adjusted as the conflict resolves?
Gradually phase out the meetings ## Footnote Continue to provide compliments for cooperation.
40
Four steps and conflict management for a successful intervention
Confront the behavior Talk it out Hold team members accountable for solutions Follow up and feedback
41
What should disciplinary procedures always include?
Clear, understood, and documented discussions with the team member ## Footnote Consistency is key in applying these procedures to every team member.
42
What is the first step in a general disciplinary procedure?
Verbal warning and a method to correct the mistake, accident, or violation ## Footnote The warning must be documented in the employee file, including the date and supervisor signature.
43
How should written warnings be documented?
With the date and signatures of both the supervisor and employee ## Footnote The number of written warnings is decided by the practice.
44
What should a final warning state?
The next step is termination ## Footnote This indicates the seriousness of the situation.
45
What is the purpose of a Point Policy Discipline?
To provide a clear structure of status and consequences ## Footnote Points are assigned based on infractions.
46
What should disciplinary procedures always include?
Clear, understood, and documented discussions with the team member ## Footnote Consistency is key in applying these procedures to every team member.
47
What are exceptions to At-Will Employment?
Exceptions include: * Collective bargaining agreements * Specific contracts for a specific length of employment * Dismissals based on race, sex, color, national origin, or religion * Dismissal due to pregnancy * Dismissal based on age if over 40 * Dismissals for refusing unsafe work * Dismissal due to bankruptcy * Dismissal for federal jury service ## Footnote Exceptions to At-Will Employment are significant legal protections for employees against unjust dismissal.
48
Which act prohibits dismissals based on race, sex, color, national origin, or religion?
Title VII of The Civil Rights Act ## Footnote Title VII is a federal law that prohibits employment discrimination.
49
What does the Pregnancy Discrimination Act prohibit?
Dismissal because of pregnancy ## Footnote This act protects employees from discrimination based on pregnancy-related conditions.
50
Which act protects employees over the age of 40 from dismissal?
Age Discrimination in Employment Act ## Footnote This act aims to prevent discrimination against older workers.
51
What rights are protected under the Occupational Safety and Health Act?
Rights to refuse unsafe work ## Footnote Employees are protected from dismissal for exercising their rights regarding workplace safety.
52
Which act prohibits dismissal due to bankruptcy?
Bankruptcy Reform Act ## Footnote This act provides employees protection from being fired due to their employer's bankruptcy.
53
True or False: Dismissal for serving on a federal jury is prohibited by federal law.
True ## Footnote Employees cannot be dismissed for fulfilling their civic duty of jury service.
54
Is criminal activity outside of the hospital substantial reason for termination for example, drug abuse
Yes, if substantiated by criminal investigation 
55
Is improper use of PPE grounds for immediate termination
Yes 
56
When offering a severance package to a terminated employee....
Employee should sign a release stating they will not sue over termination. This should be drafted by the attorney. 
57
How to handle future reference calls on terminated employees
Ideally have a plan in place, laws changed frequently on what can and cannot be shared
58
What do the offers recommend that you share on a reference? Call on a terminated employee
Only truthful and documented information Dates of employment and if eligible for rehire Unless violence or illegal behavior was the reason
59
What type of employment relationship can an employee only be disciplined or terminated for sufficient reasons
Just cause Examples include misconduct, negligence, or theft 
60
What detail should be included in meeting minutes
Record Decisions and assignments Designate responsible parties Record of the deadline agreed upon Who was present? What topics if any will be revisited at the next meeting?
61
What renders an employee performance review useless
Lack of clear performance expectations in the job description because without them, the team members cannot be held accountable
62
For discipline necessary for an effective employee review
All employees held accountable for their local performance outcomes Teach all employees so identified deploy and develop their strength Line all performance appraisals, and review systems around identifying deploying and developing their strengths Design and build each role to create world class performers in the role

Cvpm (11 decks)

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