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MANAGING STAFF

Exit interviews: You might be surprised by what you learn

By Lynne Curry bio “Good riddance” the supervisor mutters the day his employee leaves.  As the practice manager, however, you have doubts. “Kate” is the third employee who’s resigned from your practice in the last eighteen months. All three worked for “Jim.” If you want to learn the truth, you need to talk to these employees who’ve chosen to leave – before they carry away the answers you need. Here’s how. Let each resigning employee know you’d consider it a gift to the employee’s coworkers and you to learn his or her thoughts about working in your organization.  If the employee worries about potential retribution, find out why and offer to hold the information you learn confidential. You can also allay any fears the employees may have by offering to… . . . read more.

TOOL

Model Social Distancing Policy

As the pandemic drags on, medical offices and other essential businesses that remain open must be scrupulous to ensure employees maintain social distancing both at and away from the workplace. Here’s a Model Policy you can adapt to accomplish that objective in accordance with your specific circumstances and the terms of the latest public health guidelines in effect in your state or city.

MANAGING STAFF

How to prevent the spread of nurse burnout in your healthcare organization

When COVID-19 hit, healthcare teams were called upon to save the world. And they did. But what healthcare leaders didn’t realize was that the battle has just begun for healthcare heroes suffering a severe mental and emotional toll. As COVID-19 cases rise and fall and rise again, so do physician and nurse burnout. “Executive leaders are cutting back on their resources to the point where they have stopped investing in their people. They’ve stopped offering the very same programs that could help their teams protect their physical, emotional, and mental energy to ride this additional wave,” says Dr. Renee Thompson, founder of the Healthy Workforce Initiative,  a global leader in addressing disruptive behavior in healthcare. Dr. Thompson says when things get tough financially, administrators cut back on education and development… . . . read more.

MANAGING STAFF

Post-pandemic period a chance to try flexible staffing strategies

By Lynne Curry bio Question: COVID-19 hit our northern U.S. practice hard. We cut employees, then salaries, and then we cut again. Our revenue is down 70%. Some administrative staffers left our state when their spouses’ high-paying jobs evaporated. Others in billing took off when COVID-19 combined with our cold, dark winter proved too much. Because these employees had talents we needed, we kept them as “snowbirds”. At first, it didn’t cause trouble. Everyone was working from home, so it didn’t matter where “home” was. Now that we’ve moved administrative staff back into the medical office building, our local employees complain about the snowbirds. They feel the fair weather staff get an unfairly sweet deal, as they don’t have to show up at 8 a.m. or handle the sanitizing tasks our… . . . read more.

EMPLOYMENT LAW UPDATE

New rules for wellness programs & marijuana legal in more places

By Mike O’Brien bio Employment law continues to change rapidly with a change in federal government administration and the continuing pandemic. As manager of a medical office, it’s just one more thing to keep up with. Here are a few recent developments.  New rules coming for employer wellness programs On Jan. 7, 2021, the EEOC issued proposed rules related to what incentives employers can offer as part of wellness programs. The new rules come in response to a decision of the U.S. District Court for the District of Columbia that vacated a portion of the EEOC’s previous ADA and GINA regulations. HIPAA allows employers to offer incentives up to 30 percent of the total cost of health insurance to encourage participation in certain types of wellness programs. However, the ADA… . . . read more.

STAFF MANAGEMENT

Try skip-level meetings to get straight answers

By Lynne Curry bio Question: The three of us run a mid-sized practice. Despite the pandemic, we’re doing well. We’re hiring, in part because we’re growing, and in part because we’ve had resignations. We don’t understand why so many employees have resigned since mid-October. We have a bright future, but sense we have a problem. As we don’t know what it is, we can’t fix it. It’s not that our employees are choosing unemployment; they’re leaving for jobs in other practices. We’ve tried to exit interview the employees who’ve quit, but only reached two of them. Both said negative things, but when we brought what they’d said up with their former managers, the managers convinced us we’d talked to disgruntled employees whom they’d disciplined for performance problems. We’ve tried an… . . . read more.

HUMAN RESOURCES

5 people problems and how to solve them

By Lynne Curry bio We can’t guess all the challenges facing us as office managers in this new year, but we can assume that we will be dealing with an old one: people and their personalities. Whether working together virtually or in-person, chances are good you will be dealing with people problems. Here are five common problems and strategies for dealing with them. Stopping a bully senior manager without losing your job Question: I face a situation that has no easy answer and no easy solution. As the office manager and human resources director, I supposedly enforce our corporation’s code of conduct and oversee the human resource issues. I report to the report to the chief operating officer, a bully who runs roughshod over any employee unlucky enough to cross… . . . read more.

Tool

Model waiver of COVID-19 infection liability sign to post at your medical office

As long as COVID-19 remains a threat, you run the risk of being sued by clients, vendors, guests and other visitors (“visitors”) who claim they contracted the virus at your office facility as a result of your inadequate safety measures. One way to limit liability is by conspicuously posting a sign at the entry of your facility indicating visitors’ agreement to waive their rights to sue you for COVID-19 infections by entering the office. Although there’s no guarantee that a court would enforce such a waiver, the Model Sign below uses fairly conservative language that has been found to be enforceable in other situations. Caveat: The inclusion of the phrase purporting to insulate you against your own negligence in Sections 3 and 4 is fairly risky and you may want… . . . read more.

EMPLOYMENT LAW UPDATE

EEOC issues COVID-19 vaccine guidance

By Mike O’Brien bio On Dec. 16, 2020, the Equal Employment Opportunity Commission (EEOC) updated its COVID-19 guidance to include a section devoted to vaccinations. The EEOC’s guidance answers these and other COVID-19 vaccine questions: “Is asking or requiring an employee to show proof of receipt of a COVID-19 vaccination a disability-related inquiry?” “If an employer requires vaccinations when they are available, how should it respond to an employee who indicates that he or she is unable to receive a COVID-19 vaccination because of a disability?” “If an employer requires vaccinations when they are available, how should it respond to an employee who indicates that he or she is unable to receive a COVID-19 vaccination because of a sincerely held religious practice or belief?” “What happens if an employer cannot… . . . read more.

MANAGING STAFF

What I really wanted for Christmas

By Lynne Curry bio “What I really wanted for Christmas,” the woman said, “Wasn’t a turkey or a ham. It’s communication. The management around here keeps us in the dark, but then expects us to carry out their last minute orders without knowing the full story.” Have you thought about how you could have wished your employees happy holidays this year? Did you throw them an end-of-the-year party, hand out bonus checks or give them well-chosen presents? Or did you give them gifts that last longer—more of what they wanted in their jobs? Communication When changes loom, senior management often calls mid-level managers into closed door meetings and gives them information about what’s coming so they’ll know what to expect. The mid-levels then return their desks or stations and get… . . . read more.


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