Recruitment and retention are important for business, but not all companies know how to begin and complete the process
Nicola Hawkinson CEO SpineSearch
As part of a series of six workshops which cover the most important aspects of professional career development, I train future MBA graduates how to write an internationally successful CV and how to write an application letter that initiates an invitation by the prospective employer. In short, these workshops range from writing skills to personal awareness, analysis of weaknesses and strenghts to how to find the perfect match in terms of future employers.
This presentation provides information about skills needed to be successful in career, it provides information about the list of soft-skills, technical-skills and hard-skills needed for an individual.
We, at Swaraj Wealth Management Pvt Ltd understand, that A productive employee is vital for company’s overall health as his loyalty & productivity not only helps company to achieve higher success more so if he knows all key secrets of company’s functioning which if is fallen in competitor’s hand can cause severe economic loss to the company. Therefore,
1. Retention of employees has been found as one of the major challenges these days in surviving and flourishing of any Industry or institution.
2. Companies have to exercise various activities which may be expensive as well as time taking also.
At Swaraj Wealth Management Pvt Ltd we have expertise we would like to share with you during this seminar. This seminar will take only one hour of your time
As part of a series of six workshops which cover the most important aspects of professional career development, I train future MBA graduates how to write an internationally successful CV and how to write an application letter that initiates an invitation by the prospective employer. In short, these workshops range from writing skills to personal awareness, analysis of weaknesses and strenghts to how to find the perfect match in terms of future employers.
This presentation provides information about skills needed to be successful in career, it provides information about the list of soft-skills, technical-skills and hard-skills needed for an individual.
We, at Swaraj Wealth Management Pvt Ltd understand, that A productive employee is vital for company’s overall health as his loyalty & productivity not only helps company to achieve higher success more so if he knows all key secrets of company’s functioning which if is fallen in competitor’s hand can cause severe economic loss to the company. Therefore,
1. Retention of employees has been found as one of the major challenges these days in surviving and flourishing of any Industry or institution.
2. Companies have to exercise various activities which may be expensive as well as time taking also.
At Swaraj Wealth Management Pvt Ltd we have expertise we would like to share with you during this seminar. This seminar will take only one hour of your time
This presentation examines the reasons for staff turnover, identifies the costs to the business of this turnover and gives practical tips to maximize staff retention.
References:
Mathis, Robert L. Jackson, John H (2010). Human Resource Management 13th Edition. South-Western Cengage Learning. ISBN 9780538453158
Employee Retention. Retrieved from: http://www.whatishumanresource.com/employee-retention
Recruitment is very important in human resource.
Finding the right ,or capable employees, and recruitment plan should be materialized.
Nowadays Social media are viral for hiring people. There are some sites such as ODESK, FREELANCER, and ELANCE are those company that pays to employees working in a short period of time. But If working with high benefits HR is very strict in choosing a loyal, patience, and screen employees to fit for the JOB.
There are other ways to recruit such as external or internal methods.
ROTATING ADS,BANNERS, EMAIL MARKETING is now a way of recruitment. Video presentation onlines, as well as webinars for trainings.
But still TRADITIONAL way is also important.
ADVERTISING, EMPLOYMENT AGENCIES, EMPLOYEE REFERRALS ARE ALL EFFECTIVE IN ATTRACTING INDIVIDUALSIN EVERY TYPE OF SKILLS.
The right staff members are the lifeblood of a successful organisation, but finding the hidden gems can sometimes feel like searching for a needle in a haystack. Thales offers a <a><em>bespoke training</em></a> course to help employers select the right candidates.
How to manage recruitment and selection tells you all about what to do when considering recruitment and selection.
We can help with FREE recruitment services and business management training.
We can also offer free advice and guidance.
Please call us on: 0121 707 0550 or e-mail: info@pathwaygroup.co.uk
A presentation providing insight into some factors that allow for successful recruitment and retention. It is still important to hire the right candidates and to keep them!
Similar to Importance of Staff Retention Metrics in Your Revenue Cycle Department (20)
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Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
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Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
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DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
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Importance of Staff Retention Metrics in Your Revenue Cycle Department
1. The Importance of Staff Retention Metrics in
Your Revenue Cycle Department
Nicola Hawkinson DNP, RN
CEO & Founder of SpineSearch
March 7, 2016
AAPC
Morristown, NJ
2. Recruitment and retention are
important for business, but not all
companies know how to begin
and complete the process
3. Outlining Your Hiring Process
1) Identify the vacancy/need
2) Job advertisement and recruitment
3) Identifying qualified candidates
4) Interviewing
5) Follow-up
6) Extending an offer
7) Onboarding
4. 1. Identify the Vacancy / Need
Why is there a need?
New Hire
Expansion
Increased volume
New practitioner
Replacement
Reason for turnover
Review of retention metrix
5. 1. Identify the Vacancy / Need
Treat the hiring process as a key business
practice
Have a plan
Have a timeline
Reach your goal
6. 1. Identify the Vacancy / Need
What position do you need to fill?
Title
Report to
Job Description
Compensation package
7. 1. Identify the Vacancy / Need
The Job Description
Title
Report to
Scope of practice
Responsibilities
Hours
8. Good Practice Tips
When you are preparing a job description avoid jargon,
abbreviations or acronyms, which can only be
understood by 'people in the know'. Choose the
wording carefully so that you do not discriminate
against candidates unnecessarily. Remember
discrimination can be direct or sometimes unintentional
and more difficult to spot.
Obtain specimen job descriptions from
similar groups or samples from professional
bodies to compare.
9. 1. Identify The Vacancy / Need
Job Description NO No’s
“We Don’t Have One”
“Can You Just Make One For Me”
“Tell Them We’ll Speak To Them When We Get
Here”
10. 1. Identify The Vacancy / Need
The Compensation Package: Pay
Consideration should be given to pay
Factors: market rates, skills, years of experience
Supply and demand
11. 1. Identify The Vacancy / Need
The Compensation Package: Benefits
Can determine the full remuneration package
Employees are not only motivated by money
Factors such as health care benefits, 401k, and
flex hours
The Compensation package need to be accurate and reflect
what the employer can actually afford
12. 1. Identify The Vacancy / Need
What type of candidate do you need?
Pro’s and Con of the Prior Employee
Think about the qualities of the person who last held the prior
Company Culture
Personality type, interests, geographical barriers
Key Attributes
Loyal, hard working, flexible
13. 1. Identify The Need / Vacancy
How do you find a person to fill the job?
Internal Candidates
Don’t forget your current employees
Provide opportunity for inter-company advancement
Retention, culture
External Candidates
Advertisement
Local universities
Social media
Partnership with a recruitment firm
15. How to Search
Have well-defined strategy
Ensure you have the budget / salary line
Determine the timeline for recruitment
Determine your ability to set aside time to
recruit / interview as well as time from all
others involved in the interview and decision
making process
16. How to Search
Defining the selection process
What methods will you utilize to search
What total number of candidates do you seek to
interview before making a selection
How will you organize the screening and interviewing
Criteria for selection
An employee who is the best fit for your position
17. 2. Job Advertisement and Recruitment
Attend live events to meet candidates
Create innovative ways to announce job
opportunities - Advertise
Job fairs
Social Media
Web Page
Facebook
Twitter
18. 2. Job Advertisement and Recruitment
Build a steady stream of applicants
Interview in groups of 3-5 depending
Set aside 2-3 hours for interviews
Approximately 30 minutes each
Allow time to discuss, score and summarize
Take notes, document so as not to forget
19. 2. Job Advertisement and Recruitment
Do
• Try new approaches
• Think about cost
• Seek advice
20. 2. Job Advertisement and Recruitment
Don't
Repeat an old advertisement unless it worked
Assume who is right for the job
Discriminate
Copy similar organizations - be different!
Be afraid to ask for advice
21. 3. Identifying Qualified Candidates
Achieving strong financial results in today’s
reimbursement environment requires greater
consistency
The largest source of already standardized data
on patient health history often resides in your
revenue cycle management (RCM) record
22. 3. Identifying Qualified Candidates
Resume review
Clean sharp, without grammatical errors
Resume paper, crisp not folded or wrinkled
Appropriate objective summary / cover letter
How does the candidate represent themselves
online? Over the phone? E-mail, In-person?
Professionalism
Language
23. 3. Identifying Qualified Candidates
Resume review
For most of you – you will utilize the resume to decide
who will be selected for a live interview again
Clearly written
Chronological order
Fresh presentation
Does experience reflect the qualifications you are in search of
24. 3. Identifying Qualified Candidates
Email
Written professionally
Clearly stated subject – reason for search
Call
Speaks professionally
Language is clear
Skype
Dressed Professionally
Eye contact / enthusiasm
Without distraction
25. 3. Identifying Qualified Candidates
Matching Resume with Job Description
Ensure skillset
Do not be distracted by personality compatibility
Be specific
26. 4. Candidate Selection and Interviewing
Know What You Are Looking For
Have a detailed job description in place so you
know the type of candidate you are looking for
Review resumes carefully
Short time at jobs
Gaps in employment
Reason for job turnover
Unable to answer questions about previous job
responsibilities
27. 4. Candidate Selection and Interviewing
Time Kills ALL DEALS
Applicants should be promptly acknowledged
They can be considering multiple
Opportunities
28. 4. Candidate Selection and Interviewing
Resume review
Candidate selection for interview
Date, time, location
Practice website
Who will attend
Special testing (typing, billing, pivot tables)
Personality testing
Trial or shadowing days
Plan for a second interview- follow up
29. 4. Interviewing
Usually Poorly Planned, Rushed and
Unstructured
Some Prep Tips:
Alert the reception area you have a visitor coming
Ensure the interview room is private, and not cluttered
Do not accept calls, NO TEXTING
Have all documents prepared
JD, Resume, questions and paper for notes
30. 4. Interviewing
80/20 Rule
Candidates should do most of the talking
Allow time to answer questions
Allow time for them to formulate questions to you
Conclude by outlining next steps and follow up
Exchange contact information if you choose
31. 4. Interviewing
Ask the right questions
Don’t overlook small things, they could turn into
bigger issues
If their job experience does not match what you
are looking for don’t ignore it
Take notes
Utilize a grading metrix
Speak to decision makers
32. 4. Candidate Selection and Interviewing
Selection Process
The selection process should be just as thorough
as the recruitment process
Does the candidate meet the expectations and
fulfill the job requirements you have in place?
Does the candidate’s experience match the
qualifications you are looking for?
Does the candidate seem like a good fit? Will their
personality be a good match with other
employees?
33. 4. Candidate Selection and Interviewing
Choose a “Reserve Candidate”
Second choice
Consider if first choice does not accept
Or, if references and background are unsatisfactory
A reserve candidate will save
you from having to go through the process
again, and may, in some cases, provide you
with a possible candidate for another position
34. 5. Follow-up
A big lapse in time between interview and follow-
up could cause you to loose candidates
Act in a timely manner
Organize- After the interview you should review
your notes and contact the candidate within 24
hours about next steps
35. 5. Follow Up
Design a 'points system' to measure how
candidates meet your criteria.
For example
3 = exceeds criteria
2 = meets criteria
1 = partly meets criteria
0 = doesn't meet criteria
36. 5. Follow Up
References and Background
Design reference questions that are tailored
specifically to your business/practice
Contact 3-5 references
Pay attention to how the reference talk about the
candidate
Spend as much time on call with them as possible
You must receive permission from the candidate to call upon
his/her references
37. 5. Follow Up
References and Background
Checks should be made regarding the following:
• Eligibility to work in the US
• Previous employment and character references
• Criminal Records Bureau checks
• Health screening/questionnaire
• Qualifications
38. 5. Follow Up References and Background
The real importance of references is that they
help you to spot the very small number of job
applicants who give misleading information
about their past, or are giving false information.
Hire Slow….Fire Fast
39. 6. Making a Contingency Offer
When you feel you have successfully recruited,
interviewed, and selected a candidate you are
ready to extend a job offer
Offer contingent on references and background check
Don’t disengage from the hiring process; Stay involved.
Candidates can be simultaneously receiving multiple offers
Candidates may have questions regarding compensation
40. 6. Making a Contingency Offer
The Offer Letter
The principal statement must include:
The legal and trading names of the employer
The name of the employee
• The address of the employee’s place of work
• Job title or a brief description of the work
• The date when the employment began
41. 6. Making a Contingency Offer
The Offer Letter
May also include
Pay, and intervals of Pay
Hours
Benefits
Guidelines for resignation / termination
Many states will include employment at will
42. 7. Onboarding Process
Day 1
Have the new employee arrive with a plan from you
When and where to arrive
Who to report to
An idea of the day’s agenda
The candidate should see that there was thought an planning
implemented to onboard successfully
43. 7. Onboarding Process
Good Practice Tip
Taylor induction to the individual
Identify a mentor or 'buddy', who can be used to
support, advise, motivate and encourage
A good mentor will view the staff member
objectively and give constructive feedback along
with general guidance.
44. 7. Onboarding Process
Candidate-Centric Approach
Create a culture where the best employees want
to work.
Engaging work environment
Set a date for 90 day review
Follow Up / check in
45. Employee Engagement
Give meaningful feedback
Define clear goals and link to organizational goals
Recognize and Reward
Give them the tools and resources they need
47. Team Approach
Executives that lead an initiative for revenue
integrity by leveraging a team approach can more
readily gather the key performance indicators
needed to assess performance on the established
standards.
Recognizing achievements in relation to the
standards serve to spur further advancement.
48. Team Approach
Organizations aligned for revenue integrity are
more easily able to address the gaps that
inevitably exist between systems and processes.
This is because the initiative provides greater
insight into all parts of an organization, including
its silos.
49. Team Approach
The need for this type of clarity and increased
transparency is greater today in order that the
revenue integrity team can prevent the revenue
leakage and compliance risk occurring in these
gaps.
50. And Finally…to Staff Retention
You need to ensure that after appointing the
correct person for the job you hold onto
them!
• Staff retention will only happen when you
have all your management policies right.
• Educating staff about what is required in order to
remain current with ongoing changes to
regulations and the requirements for sufficient
documentation.
51. And Finally…to Staff Retention
Communication
Motivation
Mentoring / Support
Formalized Review Process
Staff Questionnaires
Personal Development Profiles
52. Once the revenue integrity team is established,
see that they have easy access to information that
answers questions on payer requirements, which
can change quickly.
Conclusion
54. Conclusion
Know what you are looking for
Take the interview process seriously
Respond to candidates in a timely manner
Pay attention to red flags
55. Conclusion
Use references and background check as an aide
during the selection process
Plan out the new employees first week prior to the
start date
Be as organized as possible
Refine and revise your process with each new hire
