The Medical Assistant as Human Resources Manager Chapter 46 The Medical Assistant as Human Resources Manager

Tasks Performed Skills required have broadened Determines job descriptions, hiring, orienting employees; maintaining employee personnel records; managing separations Focus on productivity, service, quality

Tasks Performed Must understand legal and regulatory aspects of personnel management Higher level of education and experience required Excellent people skills, strong sense of fairness, ability to resolve conflicts

The Clinic Policy Manual General guidelines for clinic practices Introduced to new employees following hiring process Identifies clear guidelines and directions required of all employees Defines appropriate expectations and boundaries of employment relationship (See Table 46-1) (See Procedure 46-1)

The Clinic Policy Manual Includes biographical data of each provider Details employment policies, wage and salary, benefits, employee conduct expectations Review and update regularly (See Table 46-1) (See Procedure 46-1)

Recruiting and Hiring Clinic Personnel Full-time, part-time, contract employees defined Job descriptions Written description; outline of what position entails Basic qualifications necessary Work experience, skills, education, special certification or licensure Review and update annually (See Critical Thinking Box) (See Figure 46-1) (See Procedure 46-2)

Recruiting and Hiring Clinic Personnel Major challenge of HR is recruitment of MAs Networking Check with nearby college medical assistant programs Practical experience near end of coursework Newspaper advertising or Craigslist time-consuming Medical employment Internet sites

Recruiting and Hiring Clinic Personnel Preparing to interview applicants Consider several résumés Review job applications What to look for under educational history What to look for under work history Look for information to indicate candidate likes this kind of work

Recruiting and Hiring Clinic Personnel [Figure 46-2] (See Procedure 46-3) (See text for list of possibilities – interview worksheet) The employment interview Conduct in quiet and private setting

Recruiting and Hiring Clinic Personnel The employment interview One-on-one or several staff members Interview worksheet Inappropriate questions Closing interview strategy

Recruiting and Hiring Clinic Personnel Selecting the finalists Compare notes Check references Telephone reference check form (See Figure 46-4)

Recruiting and Hiring Clinic Personnel Selecting the finalists Offering the position Be prepared with second-choice candidate For unsuccessful applicants, send letters

Orienting New Personnel Responsibility of clinic manager and lead personnel Probationary period 30 to 60 days Introduce to employees (See Procedure 46-4)

Orienting New Personnel Assign mentor Review procedures manuals During probation period, employee should be officially evaluated by clinic manager

Dismissing Employees Voluntary dismissal or separation Relocating Advancing to another position elsewhere Retiring Leaving for personal reasons

Dismissing Employees Involuntary dismissal or separation Poor performance Serious violation of clinic policies or job descriptions Brought up in probationary review first Verbal and written warnings must be given Dismissal can be immediate Notify clinic manager and/or provider(s) of dismissal

Dismissing Employees Exit interview Discuss positive and negative aspects of job What changes might be made for new person coming into facility Sample exit interview form Letter of reference Letter of resignation Statement in personnel file (See Figure 46-5)

Maintaining Personnel Records Limited access Contents confidential Kept for 3 to 5 years after employee(s) leaves practice Information maintained for payroll and business practices

Complying with Personnel Laws Contact practice attorney with questions Overtime laws Equal Pay Act of 1963 Civil Rights Act of 1964

Complying with Personnel Laws Sexual harassment: Title VII of Civil Rights Act Safe working conditions Occupational Safety and Health Act (OSH Act) Refer to Chapter 22 Immigration Reform Act Jury duty

Special Policy Considerations Temporary employees 90 days or less Includes internship or externship students

Special Policy Considerations Smoking policy Check state and city laws Majority of all health care facilities do not allow smoking Should include employers, employees, patients Workable and enforceable, promote health, encourage employee morale and productivity, set example for patients

Special Policy Considerations Discrimination Americans with Disabilities Act (ADA) Illegal to discriminate Includes people who are HIV positive or have AIDS

Providing/Planning Employee Instruction and Education Instruction and education accomplished within practice or outside practice American Association of Medical Assistants meetings include continuing education opportunities Seminars and conferences

Providing/Planning Employee Instruction and Education Important function of HR is to make CEU opportunities available to employees Best to provide employee instruction and education within facility when instruction necessary specific to medical practice Will pay for itself many times over again