MANAGING EMPLOYEES

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MANAGING EMPLOYEES
IN THE MEDICAL PRACTICE/CLINIC Presented
by Maxine I. Collins, MBA, CPA, CMC, CMIS, CMOM
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INTRODUCTION SOME FAMOUS QUOTES ON MANAGEMENT

• If you pick the right people and give them the
  opportunity to spread their wings and put
  compensation as a carrier behind it you almost
  dont have to manage them. --Jack Welch
• Hire people who are better than you are, then
  leave them to get on with it Look for people
  who will aim for the remarkable, who will not
  settle for the routine. David Ogilvy
• Good management is the art of making problems so
  interesting and their solutions so constructive
  that everyone wants to get to work and deal with
  them. Paul Hawken

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JUST A COUPLE OF MORE--

• So much of what we call management consists in
  making it difficult for people to work. Peter
  Drucker
• The secret of managing is to keep the guys who
  hate you away from the guys who are undecided.
  Casey Stengel
• Surround yourself with the best people you can
  find, delegate authority, and dont interfere as
  long as the policy youve decided upon is being
  carried out. --Ronald Reagan

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TRUISM

• Are some of these quotations true?
• What is a truism? From the Free Online
  Dictionary n. A self-evident truth an obvious
  truth platitude
• From Wikipedia, the free encyclopedia A truism
  is a claim that is so obvious or self-evident as
  to be hardly worth mentioning, except as a
  reminder or as a rhetorical or literary device
  and is the opposite of falsism.

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EXPERIENCES

• Facts I have observed from many years of
  management
• Employees need to know what is expected of them
  and understand the philosophy of the practice.
• They need to be able to ask questions freely.
• Everyone benefits from orientation and training.
• Employee need goals to reach and exceed.
• Individuals thrive with effective communication.
• Everyone performs better when they are able to
  contribute with ideas, suggestions that are, at
  least considered.
• Employees need to be rewarded for a job well done
  and receive constructive discipline when
  necessary.
• And, sometimes no matter how hard you try it
  is impossible to be successful in dealing with
  some individuals. Some need to go elsewhere for
  the benefit of the Practice and for themselves.

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YOUR EXPERIENCES

• Think back a moment to your experiences
• Do you remember your 1st job?
• What were your emotions on that 1st day?
• Were you questions answered?
• Did you leave that day feeling overwhelmed, but
  excited?
• Were you still a little apprehensive the 2nd day?
• How did you feel after being there for 1 month?
• Could you have written down a concise description
  of your duties and responsibilities at that time?
• What perceptions did you have about the attitude
  of the office staff and what you could hope to
  accomplish in the position?
• What could have made that first experience a
  little easier a little more productive or
  what is perfect?
• Did you learn any good lessons from that
  experience?

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ONGOING DISCUSSIONS FOR THIS WEBINAR TOPIC

• This webinar will be a little different than some
  you may have experienced.
• You will be given an opportunity to continue to
  discuss some of the topics/issues by emailing me
  directly with your opinions and solutions to a
  few case scenarios that will be presented at the
  end of your PowerPoint presentation in the
  Appendix section.
• As we gather your ideas and comments on possible
  solutions, I will calculate a consensus and then
  provide you with my opinion on the correct
  solution.
• I think this will be a fun learning experience
  and keep us in contact for problems that we face
  on a day-to-day basis.
• You will be able to respond to the scenarios for
  a period of 4 weeks post webinar. I will then
  provide the analyses to you by email.

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THE LEARNING PROCESS

• We begin learning at birth.
• We had few fears to deal with at an early age.
  Do you remember any fear from taking that first
  step? We were adventurous some more than
  others but - barring an illness, we all
  ventured forward with enthusiasm and sometimes
  even laughter.
• What are some of your earliest memories?
• Do you recollect your first day of school?

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THE LEARNING PROCESS

• Do you have any memories of the first things you
  learned about right and wrong?
• What type of child were you?
• Did you love to look at pictures?
• Did you love to read?
• Were you a loner or did you love groups?
• Was your family close?
• Did you have a few good friends or a lot of
  friends?
• Do you remember the best day of your life so far?
• Do you remember the worst day of your life?
• All of these experiences in our learning process
  determine the adults that we become and the type
  of employee that we may be.

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IS YOUR ADULT LIFE TOTALLY DEPENDENT ON YOUR
ENVIRONMENT?

• No, not usually.
• We are all born with innate characteristics,
  certain beliefs and attitudes that can be
  affected by our environment but this is not
  always the case.
• When we become adults and employees, we must for
  the most part put away childish things and
  determine for ourselves our own destiny.

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WHAT DOES ALL OF THIS HAVE TO DO WITH MANAGING
EMPLOYEES?

• EVERYTHING!
• As a manager, we must develop the quality of
  objectivity.
• We can only do that by understanding ourselves
  and attempting to understand our employees
  perspectives.
• It is still true that we must treat others as we
  want to be treated ourselves.
• How do we accomplish these lofty goals?

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1. SELECTING THE EMPLOYEE

• Select the right employee for the job.
• A manager can only do that if we
• 1. Understand the job.
• Educational skills required.
• Characteristics of individual needed for the job
  is this a people person position a
  research-oriented job, etc.
• Experience needed, preferred or required
• Responsibilities including a detailed list of
  tasks
• Reporting requirements
• Hours required

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2. WEAVING

• Weaving the job description into the overall
  goals and philosophy of the Practice and relaying
  these aspirations to the employees.
• Start them off in the right direction! Begin by
  establishing an appreciation of the job in
  relation to the most important goals of the
  Practice - the provision of compassionate,
  quality patient care and the support of the
  clinicians providing that care.
• We all need a purpose and a plan.

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3. THE HIRING PROCESS

• Preparation
• Organization
• The telephone interview
• The face-to-face interview
• Thoughtful/making it real
• Time requirements of the job
• The legalities
• The call-back
• The selection
• Follow-up

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4. ORIENTATION

• Preparation
• The first day
• Welcome and introductions
• Completion of necessary forms
• The Employee Manual
• Policies and Procedures
• A day in the life of the job

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5. TRAINING

• Hands-on Computer Training
• Importance of cross-training
• OSHA
• HIPAA
• FRAUD, WASTE AND ABUSE
• STATE LAWS
• COLLECTION LAW
• MANAGED CARE CONTRACT LAW
• ORGANIZED TRAINING FOR THE DETAILS OF THE JOB
  ALONG WITH EXPECTATIONS
• TESTING WITH REAL LIFE SCENARIOS
• EMPLOYEE COMMUNICATION AND TEAMWORK
• INSTRUCTION FROM AN EXPERIENCED CO-WORKER
• FEEDBACK
• FOLLOW-UP

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6. ON THE JOB

• Necessary Tools for the job
• Policies and procedures specific to job and
  updated
• Continuing the Educational process
• The daily huddle meeting - updating with
  newsletters, communication, etc.
• Monitoring and follow-up
• The right attitude how to accomplish
• Responsibility centers and open door policy
  with next in command
• Rewards
• Discipline

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WHAT MOTIVATES YOU?

• Is it the job itself?
• Is it your work ethic?
• Is it money and/or possessions?
• Is it a pat on the back and acknowledgement?
• Is it survival?
• Is it success?
• Is it fame?
• Is it in your soul?
• Is it a quest for education?
• Is it someone in your life?

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WHAT MAKES EMPLOYEES ACT DIFFERENTLY?

• Where they come from?
• How they were raised?
• Their personality traits?
• Their fears?
• Their successes?
• Their failures?
• Their personal life?
• Their circumstances?
• Their dreams?
• Their education?
• All of the above?

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TEAMWORK

• I believe it is all of the above for each of us.
• That is why we are either good managers or
  mediocre managers.
• Do you want the person to succeed?
• Do you feel you need to protect your own position
  and, therefore, dont want to give credit where
  credit is due? We have all experienced one of
  those types in the workplace. It stifles
  teamwork!
• Is it important to have a little fun and promote
  excitement about the job?

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CAN YOU WIPE THE SLATE CLEAN?

• After completing a session(s) with a difficult
  employee, can you really give them a second
  chance?
• Does your personality just clash with an
  employee?
• Do you disapprove of the employees personal life
  style and allow that to affect your decisions?
• Do you expect any more of your staff than you do
  of yourself? Do you expect too much of yourself?
• These are questions we each have to answer daily
  and the ones that impact our success as managers.

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A FEW EXAMPLES

• The employee who lacks confidence.
• The employee who is just never happy.
• The employee with a chip on their shoulder
• The employee who develops the attitude things
  will never change.
• The one with the halo effect
• The one who loves turmoil and to stir up
  trouble
• The ones who talk big, but accomplish little.
• The know it all
• The employee with problems at home
• The employee that cannot be on time
• The quiet employee
• The employee that gives 110.

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THE EXPERTS SAY--

• 10 Tips for Dealing with Difficult Employees by
  Debra Condren, Ph.D.
• 1. Separate in your mind, the persons
  professional role from his or her difficult
  personality.
• You dont have to live with them, just motivate
  them to perform well on the job and contribute to
  the productivity.
• 2. Use ..humor. This is very disarming,
  particularly to difficult personality types. The
  ability to laugh at oneself is a key indicator of
  emotional intelligence, or the ability to connect
  well with other people
• Connecting
• Listening
• Being a good communicator

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10 TIPS FOR DEALING WITH DIFFICULT EMPLOYEES

• 3. Dont take it personally. Recognize that
  this person is likely having difficulties with
  similar themes in many other professional and
  personal relationships. Remember that its not
  about you its about the persons prickly
  personality style this will help buffer you from
  becoming emotionally reactive or stressed.
• 4. When issues hit the fan, focus on first
  listening rather than on arguing. Use comments
  like, It sounds like youre very concerned about
  this aspect of the project. Or Do you mind
  filling me in on your thoughts on how we can
  better deal with this situation?
• 5. Ask for clarification. Making sure youve
  heard the person correctly goes a long way in
  keeping communication clear.
• Clarify
• Have them put it in writing.

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10 TIPS FOR DEALING WITH DIFFICULT EMPLOYEES

• 6. In a stalemate, rely on the old standby, We
  dont have to decide this today. Or, Lets
  sleep on it and get back to this later. Or,
  Hmm. Let me give that some thought and revisit
  the issue next week.
• 7. Say your message in as few words as
  possible. The less you say, the more likely you
  are to be heard.
• 8. Dont repeat yourself. Even if you dont
  get an acknowledgment from this difficult person
  that he or she agrees, dont try to drive your
  point home by saying it again a different way
  (you could say it 50 times and be there all
  afternoon, but a stubborn person wont
  necessarily meet your half way). Say it once and
  move on.

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10 TIPS FOR DEALING WITH DIFFICULT EMPLOYEES

• 9. Periodically ask, Am I making sense?
  Asking for feedback as you are speaking lets the
  touchy employee know you are just as interested
  in that persons reaction and creative input than
  in being heard or being right.
• 10. Have an Open Door Policy. When people, and
  particularly difficult personality types, feel
  that you are approachable, they are more likely
  to keep the lines of communication flowing and
  less likely to let things simmer to
  crisis/boiling point. Conversely, employers who
  table every request to take with, Lets
  schedule a meeting for this on Thursday at 400
  give the impression that they arent really
  interested in staying connected to their
  employees concerns, insights and ideas. People
  shut down communication under rigid guidelines
  (and are then more likely to act out in a
  passive-aggressive or hostile way).
• Source FrugalMarketing.com 10 Tips for
  Dealing With Difficult Employees, by Debra
  Condren, Ph.D., 2003. The steps are direct
  quotes from the article.

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THE CONSENSUS?

• Do you agree with everything the author has
  stated in this article?
• Do you agree with most of it?
• Do you agree with some of it?

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HOW TO DEAL WITH THE GREAT EMPLOYEE -

• Great Employees Are Like Fine Restaurants
• Mike Goldman, owner of Pridestaff of Paramus.
• The secret is in identifying the strengths and
  weakness of each employee.
• Guide them and lead them on how to improve their
  weaknesses.
• Encourage and reward and guide them to further
  improve their strengths. We can all improve
  every day in some way.
• Make sure others dont take advantage of them.
• Be fair and objective.
• Review your pay structure periodically. Is it
  fairly reflecting the job duties and performance?

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THE TRUISMS REVISITED

• The right person for the job
• Individuals with talents, desire goals
• Give them the opportunity
• Train and Delegate effectively
• Make the job interesting, exciting and
  challenging
• Provide the employee with your expectations
• Remove complications that hinder job performance
• Communicate, communicate, communicate
• Listen really listen
• Make the tough decisions
• Follow-up and make changes when necessary
• Can you add a few of your own that you have found
  from your experiences?

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MOTIVATION

• There are ways to increase motivation
• There are ways to diminish motivation
• But, by and large, motivation comes from the
  heart and soul of the individual and is watered
  and grown by the effective manager.
• Having a little fun occasionally and developing
  passion for the job can motivate most.
• Feeling worthwhile and appreciated can motivate
  many.

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LIFE

• From the dictionary - the condition that
  distinguishes organisms from inorganic objects
  and dead organisms, being manifested by growth
  through metabolism, reproduction, and the power
  of adaptation to environment through changes
  originating internally www.dictionary.reference.
  com
• Couldnt have said it better myself!
• Life is truly what you make it - as is the
  management of employees.

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THANK YOU!

• Have a great one!!!!
• Contact me at mcmcollinsco_at_aol.com, M Collins
  Co, PLLC

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APPENDIX

• CASE SCENARIO 1
• CASE SCENARIO 2
• CASE SCENARIO 3

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CASE 1 -

• THE EMPLOYEE CANDIDATE THAT LACKS
  SELF-CONFIDENCE
• Once upon a time, I interviewed a young lady that
  had a degree in Medical Records Management from
  an accredited university. I was interviewing for
  two open positions 1 in the billing
  department 1 in medical records. I, naturally,
  had her in mind for the medical records
  department after reviewing her resume.
• When asking her about this position, she
  responded, Oh no, I am not interested in that
  position I do not want that responsibility! I
  am applying for the position in billing. I know
  that I dont really have hands-on experience in
  that area, but I feel that I could learn the
  duties and would like this position.
• Question/Discussion How would you proceed with
  this interview?

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CASE 2

• THE EMPLOYEE THAT RUNS TO THE DOCTORS FOR
  EVERYTHING COMPLAINTS, IDEAS, SUGGESTIONS,
  CODING, MANAGEMENT, GOSSIP, ETC. HE/SHE DOES NOT
  SEEM TO KNOW, LET ALONE, FOLLOW THE CHAIN OF
  COMMAND.
• You have surely had this happen to you or will.
  One day the Physician comes to the managers
  office and is upset because an employee has
  approached the physician in the hallway (while
  busy between his/her seeing patients) with big
  ideas on specific problems in the office that she
  knows how to solve or, has suggestions on how
  the office could better be managed and/or
  reimbursement improved.
• The physician wants to know how you could allow
  these issues to continue and what you were going
  to do about it asks if you are up to the tasks.
• The employee seems to be better at complaining
  and talking in the hallway to whomever will
  listen than to perform his/her duties and you
  have been planning to have a counseling session
  to discuss some errors you have found as well as
  his/her productivity.
• Question/Discussion How do you respond to the
  physician and how would you handle this employee?

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CASE 3

• THE EMPLOYEE THAT CANNOT BE TOUCHED IN OTHER
  WORDS HE/SHE HAS BEEN WITH THE PHYSICIAN FOR A
  WHILE AND IS ABOVE REPROACH AS FAR AS THE DR. IS
  CONCERNED.
• However, you are experiencing constant
  interference and violations of the policies and
  procedures from this employee. He/she does not
  act the same in attitude or behavior in the
  office when the physician is not around. The
  entire office is complaining and wants to know
  why you do not correct the situation.
• Question/Discussion How do you handle this
  situation to prevent disharmony in the office and
  increase productivity and teamwork while, at
  the same time, getting along with and achieving
  cooperation from the doctor ?