--By Kristin Scott, Scott HR
Every manager knows it is critical to have regular and ongoing communications with team members. However, supervisors frequently hear team members say, "Just tell me what I'm doing wrong so I can fix it."
If you are a supervisor, you may have struggled with the following:
The reality is that if you are asking yourself the above questions, then a conversation must be had with the team member. Things to do before the discussion:
So, is the conversation something that should be documented? Each performance discussion with team members should be documented in some fashion. Yet, because it is documented, it does not always mean the employee signs the documentation. Many factors come into play when determining if the employee signs: is this more than the first performance discussion; what is the state of the team member; can a witness document. So, why should it be documented? In short, our memories fail us. Memories don't always remember the timeline, the exact issue, the response of the employee, etc.
In summary, managers should plan regular and ongoing conversations with team members. We recommend monthly one-on-one meetings with team members to have brief meetings. Managers need to be willing to share the challenges they perceive employees are facing, as well as to praise team members for extra effort and solid performance.
Kristin Scott is a human resource professional serving organizations for nearly 18 years to address employee challenges, legal complexities, organizational performance and communications. Scott earned a master in management degree from Baker University, a bachelor of science degree in business from Washburn University and is a certified professional in human resources. Recently, she earned the Certified Employee Retention Professional certificate from the Retention Institute. For additional information, contact Kristin Scott.
--By Ray Dalessandro, Etactics
ICD-10 compliance is again around the corner on Oct. 1, 2015. Here are some best practices to consider as you plan for handling an increase in denials and zero/partial pays. Most health systems are not in a position to add additional human resources to handle this additional anticipated workload. Automation at any and all levels must be considered as a proactive alternative for the increased denials.
As a provider of Revenue Cycle tools and services and an endorsed partner of the KHSC, Etactics adheres to following a Lean Six Sigma Quality approach to the handling and automating of the denials and appeals process. Our AppealsPlus solution facilitates and allows more denials to be handled with either the same or fewer resources. Our main focus is allowing you to identify and get to the root cause of the denials so that they may be corrected on the front end and not need to be corrected on the backend. We put our best practices into four key categories: Define, Track, Measure and Educate.
The best practices implemented by Etactics allows for a typical 30-45 days for implementation, very little information technology involvement, no changes to finance, billing or clearinghouse systems and an return on investment of at least ten-to-one. Each hospital should consider implementing similar best practices, or utilizing a vendor such as Etactics, to help manage this process. Ray Delesandro can be reached at (330) 303-0160 or contact local representative Thad Lockard at (800) 264-0068, ext. 112.
--By Chris Saiya
The KHA Worker's Compensation Fund team has completed six scheduled Location Coordinator Training sessions for the No-Lift Transfers training program. Classes were conducted in March at Oakley, Pratt and Holton and in April at Satanta, Lincoln and Sedan. Fifty of the 75 KHA Workers' Compensation Fund members registered for these sessions. Feedback from attendees has been overwhelmingly positive, and members are now beginning to implement the program at their facilities.
Two additional dates, one each for the eastern and western halves of the state are scheduled for July 29 and Aug. 19 respectively, for members who were not able to send employees previously or would like to send an additional employee. The Location Coordinator training allows members to make the most of the No-Lift Transfers online training resources in keeping your employees and patients safe. Contact Chris Saiya at (785) 276-3106 for more details.
--By Paul Ewing, Employee Talk
Kansas hospitals utilize a varying approach to appraise the performances of their employees.
There is a vast array of uses of the EmployeeTalk solution and hundreds of empowering EmployeeTalk dialogs available for you to engage your employees now. During a recent meeting, a customer expressed that they wished to understand the differences between a yearly performance review and a 360 degree peer review. This customer also requested an explanation of an example of what a leader's yearly review might look like after seeing the state engagement survey results. This was a great opportunity to provide expert advice and share philosophy to followers. Below is an outline of both the 360 Degree Peer Review and Yearly Performance Review below for you to consider applying throughout your organization.
A yearly performance review focuses on an employee's development and performance. The review is a planning process. It involves setting a plan of action for the next period and reviewing what has been achieved in the last period. Performance reviews will instill ownership to personal development in an effort to support the overall company goals and mission.
Remember, you should not do a performance review to determine salary increases. A performance review should be used to highlight areas of strength and places for improvement. Salary increases may be determined by the overall market or the value of each particular employee to the success of the organization. You will want to avoid a performance bell curve because your team should all strive to be high performers. Since engagement should be 30 percent of the leader's performance goal, we list people as the first of our targets.
Corporate targets are:
A 360 peer review on the other hand can be applied at any time within the year and supports performance reviews and skills. It can be used to provide invaluable feedback to leaders or future leaders of your organization. A 360 review should include a peer-to-peer opinion as opposed to just the direct report leader's insight. Peer-to-peer influence can be a great asset in motivating personal change. This process enables employees to listen to peers and adopt the input to their own individual development plans. The results of the 360 review will enable leaders, who may already be aware of these reported challenges, to push back with recommendations to improve the skills along a specific timeline. Using a system such as EmployeeTalk will allow a task-oriented timeline to be scheduled right from within the report system. The process can be used to improve company training and planning or used to groom the employee as a future leader.
Our favorite 360 review targets are:
EmployeeTalk is a great tool for both Peer-to-Peer and 360 Degree Leadership Reviews. Properly aligning your leadership reviews to your organization goals can provide you a significant competitive advantage. You could consider adding your own performance goals to the system, which are based on specific role objectives that are aligned to your corporate standard expectations. This makes it simple to engage your team, review your results and make the appropriate adjustments to get the performance and realign your team to your expectations.
Example of Leadership Development Needs:
* For more information about these and other EmployeeTalk QuickStart program opportunities send an email to info@employeeTalk.us. They also have state survey results ready to discuss with you and your teams when you are ready.
--By Jason Boccardi, LifeSolutionz
The world of healthcare continues to evolve, and with that comes significant challenges.
Not-for-profit healthcare organizations and the physicians and executives they employ face their own finance-related issues.
Enter LifeSolutionz. LifeSolutionz has created an alternative compensation arrangement that allows the physicians and executives of not-for-profit healthcare institutions to receive their compensation in a more tax-efficient and financially rewarding manner.
While the benefits of LifeSolutionz may sound "too good to be true," such benefits are being enjoyed by a number of hospitals and employees. The foundation of the plan design dates back to the 1950s.
If you would like to learn more about the positive impact LifeSolutionz can have for your hospital, please contact Jason Boccardi at (866) 234-9728.
Kansas Health Service Corporation | 215 SE 8th Avenue | Topeka, Kansas 66603-3906 | Phone:(785) 233-7436 | Fax: (785) 233-8551