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PERSONNEL MANAGEMENT (Managing the Individual)

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PERSONNEL MANAGEMENT (Managing the Individual) Kevin R. Whitney M.D. III CA Surgeon, Maj US Army Kevin R. Whitney MD Maj. US Army Chief resident DDEAMC for 12 months ... – PowerPoint PPT presentation

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Title: PERSONNEL MANAGEMENT (Managing the Individual)


1
PERSONNEL MANAGEMENT(Managing the Individual)
  • Kevin R. Whitney M.D.
  • III CA Surgeon, Maj US Army

2
Kevin R. Whitney MDMaj. US Army
  • Chief resident DDEAMC for 12 months
  • 1998-1999
  • Assistant OIC FPC1 RACH for 8 months
  • 2000-2001
  • OIC FPC1 RACH for 26 months
  • 2001-2003
  • How to manage civilian staff RACH 8 hours
  • 2001
  • Fundamentals of Management AAFP 8 days
  • Feb 2003/Oct 2004
  • III CA Surgeon/OIC Red Leg Clinic
  • August 2004 to present

3
FPC1 RACH
  • Main Clinic and Sick Call Clinic
  • 18 health care providers (Dr., NP, PA)
  • 24 LPN/NAs, 8 Medics
  • 8 clerks
  • NCOIC with 2 assistant NCOICs
  • Head nurse
  • 60,000 outpatient/ 12,000 sick call visits
  • 300 deliveries/ 1200 inpatient admissions
  • Clinical RN

4
Red Leg Clinic
  • 8 health care providers (2 Dr., 6 PAs)
  • 1 LPN 12 Medics
  • 2 clerks
  • Clinic NCOIC
  • Head nurse
  • 25,000 clinic visits year
  • 92 Medics doing Triage and limited Care outside
    of the hospital
  • Training NCOIC

5
MAXIMIZING YOUR STAFFS EFFORTS
  • Managing clinic personnel as individuals to
    capitalize on unique strengths and weakness

6
Managing the Individual
  • Guide
  • Support
  • Empower

7
Guide
  • Job Description
  • Performance Standards
  • OERs, NCOERs, Civilian Annual Reports
  • Priority of Works
  • Minimize Number and Maximize Content of Meetings

8
Job Description
  • Vague vs. Well defined

Will check patients into appropriate
Clinic. VS. In processes patients by ensuring
patient is checked into CHCS through End-Of-Day
(EOD) processing and KGADS. Prepares medical
record for appropriate provider ensuring each
record contains all necessary forms for the
patient visit or any form requested/needed by
the provider.  
9
Performance Standards
  • Key to your clinics success
  • Clearly defined Performance Objectives
  • Clearly defined Performance Success/Failure
  • Quarterly Counseling and Review

Completes all medication requests or other
patient medically related requests in a 3
working days. No more than 5 deficiencies per
quarter.     Designates a surrogate provider
when gone on leave or absences for longer than 3
working days. Provides the name of the
surrogate to nursing and clerical staff as well
as NCOIC and OIC. No more than 1 deficiency per
quarter.
10
OERs
  • OER SUPPORT FORM (DA FORM 67-9-1)
  • Initial counseling session (within 60 days of
    assuming leadership)
  • JUNIOR OFFICER DEVELOPMENTAL SUPPORT FORM (DA
    FORM 67-9-1-A)
  • Mandatory for Lt. and WO1s, optional for all
    other ranks
  • OER CONTRIBUTIONS (DA FORM 67-9-1)
  • Final statement from Officer on performance (do
    60 days prior to due date)
  • OER (DA FORM 67-9)
  • Completed annually (do 30-45 days prior to due
    date)

11
NCOERs
  • NCO COUNSELING CHECKLIST/ RECORD (DA FORM
    2166-8-1) Initial-later-midpoint-later
  • NCO EVALUATION REPORT (DA FORM 2166-8) End of
    year evaluation
  • Effective Phrases for Performance Appraisals, A
    Guide to Successful Evaluations James E. Neal Jr.

12
Civilian Annual Reports
  • BASE (GS-8 and below) SYSTEM CIVILIAN PERFORMANCE
    COUNSELING CHECKLIST (DA FORM 7223-1) Initial and
    ongoing counseling (initial-later-midpoint-later)
  • DEVELOPMENTAL COUNSELING FORM (DA FORM 4856)
    Event oriented counseling or performance/professio
    nal growth
  • INCENTIVE AWARD (DA FORM 1256)
  • EMPLOYEE OF THE QUARTER (FSMEDDAC FORM 527)
  • BASE SYSTEM CIVILIAN EVALUATION REPORT (DA FORM
    7223) End of year evaluation
  • SENIOR SYSTEM CIVILIAN EVALUATION REPORT SUPPORT
    FORM (GS-9 and above) End of year
  • SENIOR SYSTEM CIVILIAN EVALUATION REPORT (DA FORM
    7222) End of year
  • DEPARTMENT OF ARMY PAMPHLET 690-400 Total Army
    Performance Evaluation System (TAPES)
  • Chief, Human Resources Manager

13
Priority of Works
  • Delegate Administrative Tasks
  • Delegate Unlicensed Tasks
  • Focus Practice Time on Patient Care
  • Encourage Staff to develop their own Priority of
    Works
  • Staff Tool Box

14
Meetings
  • Minimize the number you Attend
  • 1 Weekly OIC meeting with Dept. Chief (8hrs
    month)
  • 1 Monthly DCCS meeting (2hours)
  • Minimize the number you Create
  • NCP 1 hr month
  • QA 1 hr month
  • TEAM MEETING 2 hrs month
  • SPECIAL INTEREST MEETINGS
  • Medication review
  • Inpatient Care Policy Committee

15
Support
  • Manage Conflict
  • Build a solid Staff-Administrator relationship
  • Build a solid Staff-Provider relationship
  • Build a solid Staff-Staff relationship
  • Build a solid Staff-Customer relationship
  • Minimize Extra Missions
  • Work Space
  • Special Events

16
Managing Conflict
  • Thomas-Kilman Instrument
  • Be Consistent
  • Address in a Timely Fashion
  • Be Fair
  • Must be Firm and Effective
  • If Critical must be constructive
  • Serve Negative feedback surrounded by a Positive
    Sandwich
  • Maintain Professionalism
  • Senior Rank
  • More Experience
  • Older

17
Defend Your Employees
  • FROM ABOVE
  • SENIOR MANAGEMENT
  • FROM BELOW
  • JUNIOR STAFF
  • PATIENTS
  • OTHER HOSPITAL STAFF
  • FROM EACH OTHER

18
Staff-Administrator Relationship
  • Your staff generally work for more than just your
    clinic! Know their rating chain and keep them
    informed.
  • NURSE
  • Rater Clinic Head Nurse (You may or may not
    rate)
  • Intermediate Rater You
  • Senior Rater Department Head Nurse
  • CLERK
  • Rater Department Head clerk
  • Intermediate rater NCOIC (you rate)
  • Senior rater YOU

19
Staff-Provider Relationship
  • Wide variation in Practice Styles and techniques.
  • Create Uniform Clinic policies (SOPs) that still
    allow Providers autonomy
  • All Complaints or Concerns go through formal
    channels (OIC, NCOIC or Team Meetings)
  • Example CLERK-Provider TELECON SOP

20
Staff-Staff Relationship
  • Clinic SOPs help keep staff from attempting to
    tell/dictate other staffs duties
  • Examples
  • Clerk-Clerk conflicts on booking procedures
  • Nurse-Clerk conflicts on late patients

21
Staff-Customer Relationship
  • Is the Customer always right?
  • Support your staff, Stand up for your staff,
    Defend your staff and Correct or redirect your
    staff privately.
  • Example
  • Patient complaint that front desk clerk was rude
  • Patient complaint that Doctor was rude

22
Extra Missions
  • Eliminate or Minimize Extra Missions
  • NCC clerk staffing needs
  • Clerk staffing other clinics
  • MILITARY TRAINING
  • Provider back-fill missions
  • TMC
  • ER
  • TDY
  • MEETINGS

23
Work Space
  • ENSURE all you staff have adequate work-space
  • Nurse Work Station
  • Computers
  • Clerk Work Area
  • Lunch Room/Break Room
  • Provider Offices/Exam Rooms

24
SPECIAL EVENTS
  • MAKE TIME TO CELEBRATE SPECIAL EVENTS
  • HOLIDAYS
  • CLERK DAY
  • NURSES WEEK
  • PROVIDER RECOGNITION DAY
  • HAIL/FAREWELLS
  • MONTHLY TEAM BREAKFAST
  • ANNUAL RETREAT

25
Empower
  • Clear guidance
  • Consistent and positive support
  • Counseling
  • Awards
  • Equality of ideas and voice
  • Seek Critical Feedback

26
Clear guidance
  • Job descriptions
  • Initial, intermediate and final counseling
  • Clinic SOPs
  • Team Meetings
  • Informally in the Hall (know your own policies)

27
Consistent and positive Support
  • Be consistent
  • Let your staff know when they are hitting the
    target
  • Be Effective
  • Use positive feedback to reinforce and build
    constructive behavior
  • Serve Negative feedback surrounded by a Positive
    Sandwich
  • Maintain Professionalism

28
Counseling
  • Do formally (Use Professional tone, words and
    mannerisms) and document
  • Have the staff sign the document and make a copy
    for their records
  • In some cases, it is a good idea to speak with
    your boss before and after you counsel a staff
    member
  • Address areas of concern, assist staff in
    outlining a plan to achieve success and set a
    date to re-address or re-assess.
  • Let them know the consequences now and in the
    future if such actions are not remedied
  • In some cases consider the presence of second
    person

29
Awards
  • Written and Verbal Praise
  • ON the SPOT Awards
  • time off
  • money
  • Annual Awards
  • EMPLOYEE of the QUARTER
  • AAM, ARCOM, MSM military awards

30
Red Leg Clinic Reynolds Army Community Hospital
Certificate of Achievement
is hereby awarded to PFC DDDDDD For Winning the
Red Leg Clinic Medic of the Month for December,
2004
Awarded this 22nd day of December, 2004
___________________ DDDDDDD COL, FA CDR, 17th FA
BDE
___________________ Kevin R. Whitney MD MAJ,
MC III CA Surgeon
To Conserve Fighting Strength
31
Equality of Ideas and Voice
  • During counseling sessions Listen and take notes!
  • During team meetings Listen and take notes!
  • Informally Listen and make mental notes!
  • Empower your staff to come up with ideas and take
    the lead on making them a reality.
  • If the idea is in your lane provide feedback on
    the progress of the idea.

32
Seek Critical Feedback
  • How well am I doing?
  • Monthly Sensing Sessions
  • Nurse/clerk/Provider meeting
  • Active Duty doctor meeting
  • OPEN DOOR Policy
  • Climate Surveys
  • Mole in the Mix

33
PATIENT SATISFACTION SURVEYS
  • Use in conjunction with patient complaints
  • Use to encourage and/or recognize good behavior
  • Use as part of your quarterly feedback, but not
    as part of your performance assessment

Hand out satisfaction surveys to each providers
patients, one day out of every month!
34
Employees want managers who care about them and
allow them to use their strengths to grow."   
  • Questions?
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