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

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

3. 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

4. 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)

5. 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)

6. 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)

7. 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

8. 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

9. 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

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

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

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

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

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

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

16. 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

17. 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)

18. 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

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

20. 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

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

22. 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

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

24. 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

25. 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