nala ppt jun2015 employment practices - nehca.org · your resume today. c. example: we are looking...

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5/28/15 1 1 WELCOME! EMPLOYMENT PRACTICES NALA ADMINISTRATORS TRAINING Presented by: TODAYS TOPICS Staffing Regulation Recruiting Hiring Process Interviewing Initial Training Leadership STAFFING REGULATION

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Page 1: NALA ppt JUN2015 Employment Practices - nehca.org · your resume today. c. Example: We are looking for a confident individual to lead our team as the Executive Director of Providence

5/28/15

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WELCOME!

EMPLOYMENT PRACTICES

NALA ADMINISTRATORS TRAINING

Presented by:

TODAY’S TOPICS

•  Staffing Regulation •  Recruiting •  Hiring Process •  Interviewing •  Initial Training •  Leadership

STAFFING REGULATION

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STAFFING REGULATION

4-006.03 Staff Requirements: The facility must maintain a sufficient number of staff with the required training and skills necessary to meet the resident population’s requirements for assistance or provision or personal care, activities of daily living, health maintenance activities, supervision and other supportive services, as defined in Resident Service Agreement.

STAFFING REGULATION

4-006.03C Staffing Resources: The assisted-living facility must ensure that staffing resources and training are sufficient to meet the level of supervision and assistance with activities of daily living, personal care and health maintenance activities that are required by the residents as defined in the resident service agreements.

•  4-006.03C1 The facility must have at least one staff person on the premises at all times when necessary to meet the needs of the residents as required in the resident service agreements.

•  4-006.03C2 Registered Nurse: Each assisted-living facility must provide for a registered nurse to review medication administration policies and procedures and to provide or oversee the training of medication aides at such facility. Training of medication aides must include, but is not limited to:

1.  Facility procedures for storing, handling and providing medications;

2.  Facility procedures for documentation of medications;

3.  Facility procedures for documentation and reporting medication errors and adverse reactions;

4.  Identification of person(s) responsible for direction and monitoring of medication aides; and

5.  Other resident-specific training on providing medications in accordance with the limits and conditions of the Medication Aide Act.

STAFFING REGULATION

4-006.03D General Staff: The assisted-living facility must provide

staffing to ensure that services to

residents are provided in a safe and

timely manner to meet the resident needs

as required in the resident service

agreements.

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REGULATION TO REAL LIFE

Make Sense of the Regulation:

•  How many offer Levels of Care and how do you currently measure it? Point system or do you use your best guess?

•  “Sufficient number of staff” – Translating this concept to actual number of staff working the floor:

•  Rule of Thumb: Based on Levels of Care for your resident

population: a.  No Level of Care: 1 staff to 20 residents b.  Levels 1 and 2: 1 staff to 15 residents c.  Level 3: 1 staff to 10 residents d.  Levels 4 and above: 1 staff to 5 residents

RECRUITING

Consider the following: 1. What type of environment currently exists

2. What type of people work in that environment

3. What type of person will function best in that environment

4. What does the job require the person to do the majority of the time?

80/20 Rule

HIRING THE RIGHT PEOPLE

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Word of Mouth - Look internally first – where did the best staff come from?

•  Ask the A-Players for 5-10 names of people they know who they believe would be good employees

The Goal = Right Person in Right Job.

RECRUITING

Job Fit •  Right person -- values, character, and traits hard to

pick up in interview

•  Right job – what does the job require the person to do the majority of the time

•  Right ability -- what behaviors and natural abilities does this person need to have to naturally do the job well

•  Right fit -- values, character, natural ability are congruent with job requirements and organizational values

RECRUITING

RECRUITING What are the primary functions of this job?

What behaviors does the person doing the job need to consistently exhibit?

a.  Dominance/Assertiveness: How much assertiveness does the job require? Are they a leader for their department or shift? Are they in charge of others and if so in what capacity?

b.  Extroverted/People Involvement: How much and what type of people interaction does the job require?

c.  Patience/Pace of the Job: What pace is required in the job and what’s the urgency to get it done quickly? Is it steady and consistent throughout the course of the shift or is it constantly changing?

d.  Formality/Detail: What level of detail is required to do the job well day in and day out?

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RECRUITING Personality Assessments

a. Can be used as a tool to help you determine if the person has the natural motivation needed to have the best chance of success in the job.

b. Must be valid, non-biased, job-related and defensible.

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PUTTING PEOPLE IN THE RIGHT PLACE

“Success in my business is about putting the right people in the right place at the right time. You can’t expect to have a successful working organization if you have the wrong people in the wrong jobs, no matter how many hours they may work. What you try to do is put people in positions that suit their natural abilities and inclinations.”

Pat Summitt, Head Coach University of Tennessee “Lady Vols” Basketball

All Time Winningest Coach in NCAA Basketball History

Eight NCAA Championships

2011 Sports Illustrated Sportswoman of the Year

THE TOTAL PERSON

SELF

SELF-CONCEPT

SYNTHESIS

9 5 5

14 34

10 13 6

15 48

19 18 11 29 18 82

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Definitions • SELF: Measures the individual’s basic pattern of behavior. “Doing what comes naturally”. • SELF-CONCEPT: Measures the ways in which the individual is trying to modify (or change) his/her behavior to satisfy what he/she perceives to be the demands of the current job. • SYNTHESIS: Measures the ways in which the individual actually behaves in his/her current job and work environment

LOW Relative to Norm NORM AVERAGE

Relative to Norm HIGH

LOW Relative to Norm NORM AVERAGE

Relative to Norm HIGH

LOW Relative to Norm NORM AVERAGE

Relative to Norm HIGH

LOW Relative to Norm NORM AVERAGE

Relative to Norm HIGH

A

B

C

D

PRIMARY FACTORS

WHAT ARE WE MEASURING?

People are motivated by certain fundamental needs or drives which lead to predictable behaviors. In PI we label these motivating needs “Factors”. Every individual has all four Factors, expressed in varying degrees/intensity.

No one Factor is more important than another, and no judgment about the Factors should be made until we have determined what we need in a particular job, accomplished in part through the use of the PI PRO Form.

Factor A – Dominant measures the drive to exert one’s influence on people and events

Factor B – Extroverted measures the drive for social interaction

Factor C – Patient measures the intensity of a person’s pace

Factor D – Formal measures the drive to conform to formal rules and structure

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WHAT ARE WE MEASURING

High A High B High C High D Assertive Outgoing Patient Cautious

Independent Enthusiastic Methodical Careful

Competitive Verbal Relaxed Formal

Risk taker Persuasive Focused Worrier

Low A Low B Low C Low D Agreeable Analytical Fast Paced Informal

Cooperative Serious Quick Uninhibited

Unselfish Reserved Impatient Casual

Team Player Thinker Sense of Undaunted

Urgency

RECRUITING Writing the Ad

Specific words will attract specific candidates.

a.   Example: Providence Place is looking for a loyal, dedicated employee who takes pride in providing quality care to our residents. Providence Place provides excellent benefits and a stable working environment that feels like family. If you’d like to call your next job “home”, then we’d like to visit with you. Apply in person.

b.   Example: Providence Place is searching for a dynamic individual who is energized by working with people and loves a challenge. We have a huge opportunity to impact lives in the senior housing industry and there isn’t any time to spare. Call immediately or email your resume today.

c.   Example: We are looking for a confident individual to lead our team as the Executive Director of Providence Place. This independent, self-starter should have the ability and self-discipline to accurately and efficiently operate a successful retirement community. If you have a lot of urgency in getting a job done well and love impacting people with your optimistic style, we need to talk. Please email your resume to MaryLynne Bolden at mlb@mjseniorhousing. com

How this affects your response rate

HIRING PROCESS

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HIRING PROCESS TIPS •  Avoid Warm Body Syndrome

Do not give in to the need to fill a critical vacancy. If you do, you are gambling with the care of the residents.

•  Hire SLOW, Fire FAST

The more important the job the slower the hire!

Receptionist PRO

FACTOR A – Low Dominance, control FACTOR B – Low Sociability, extroversion FACTOR C – High Patience, stability FACTOR D – High Details, precision Motivating needs: Security, stability, certainty, accuracy, precision

A

B C

D

Receptionist/Clerical Support

Highly reputable and stable company that values

high standards and rewards loyalty and excellence is looking for a conscientious, detail oriented person. Accommodating phone skills, ability to contribute as a team member, office technology skills, and a sense of pride in work well done required. Excellent training and benefits, non-smoking environment and an opportunity to grow with the best. Send resume or apply in person to:

“B”

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RECEPTIONIST APPLICANTS

Employment Costs

Position: Receptionist Probation Period: 2 months Hours Pay Rate Cost Hiring Costs: -  Time to identify job requirements 2 $12.00 $24.00 -  Time to write ad 5 12.00 60.00 -  Cost to run ad 250.00

Screening Costs: - Time to review resumes (50) 4 12.00 48.00 -  Time to set up interviews (8) .5 12.00 6.00 -  Time to interview candidates (8 x 1.5 hours) 12 12.00 144.00 -  Time to check references 1.5 12.00 18.00 Post Hiring Costs: -  Moving/relocation -  Recruiting fees -  Signing bonus -  Employee orientation costs 1 12.00 12.00

Training Costs: -  Trainer’s time 8 12.00 96.00 -  Supervisor time to train (2 hrs/week for 2 months) 16 10.00 160.00 Employee Wages/Salary during probation - Salary/wages 328 8.50 2788.00 - Social Security, workers comp, Medicare 251.00 - 20% for health benefits 300.00

Total Costs: $4,157.00

INTERVIEWING

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HIRING PROCESS

A.  You’ve selected the applicants: Now it’s time to interview. During the interview, your job is to be very curious about the person.

B.  WHO by Geoff Smart and Randy Street

C.  We do a chronological interview of the person’s job history (past 15 years) starting with the oldest and working our way to the most current.

D.  In using Geoff Smart’s methodology, we ask the following questions of every applicant…

“Smart, Geoff. Street, Randy. Who. New York: Ballantine Books, 2008.”

TIPS FOR INTERVIEWING

Focus on Extremes

- Best/Worst Moment, Accomplishment, Co-Worker

Avoid filling silence with your words

- Ask the question and let them answer. Silence is often a way to show you they are really thinking about the question.

Look for patterns between jobs

Use Open Ended Questions

PHONE INTERVIEW

FIVE Questions 1.   What caused you to be interested in applying for this

job? 2. What are your career goals? 3. What are you really good at professionally? 4. What are you not good at or not interested in doing

professionally? 5. Who were your last 5 bosses?

-  How will they rate your performance on a scale of 1-10 when we talk with them?

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INTERVIEW QUESTIONS

Education 1.   Who were your biggest influencers in your early years?

a.  What made that person a person of influence in your life? b.  How would that person describe you?

2.   What were you known for back then?

For each job listed on the resume: 1.   What attracted you to that job/company? 2.   What were you hired to do? 3.   Related to the job, what accomplishments are you most proud of? 4.   What were some low points during that job? 5.   Who were the people you worked with?

a.  Boss: What was your boss’s name? How do you spell that? Ø  What was it like working with him/her? Ø  What will he/she say were your biggest strengths? Ø  What will he/she say were your areas for improvement? b.  Team: On an A, B, C, scale, how would you rate the team you inherited? Ø  What changes did you make? (hire/fire, etc) Ø  How would you rate the team when you left? Ø  What were the reasons you left the job?

A.   YOU request specific references from them rather than allow them to provide phone numbers to their best buddies who will provide nothing but glowing remarks.

•  3 former bosses, 2 peers, 2 subordinates or 2 former residents/family members they cared for.

REFERENCE CHECKS

B.   Ask them to set up the calls for you:

•  The references are more willing to talk with you freely if set up by the applicant.

•  It shows the accountability on the part of the applicant and how much work they are willing to put in to getting a job.

C.   Questions for the References:

•  In what context did you work with the person?

•  What were the person’s biggest strengths? Please give me some examples.

•  What were some of the person’s biggest areas for improvement back then? Please give me some examples.

•  How would you rate their overall performance in that job (1-10)?

•  The person mentioned that they struggled in that job with _________________; tell me more about that.

“Smart, Geoff. Street, Randy. Who. New York: Ballantine Books, 2008.”

Training

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INITIAL ORIENTATION

4-006.03B Direct Care Staff Training: Each assisted-living facility must ensure direct care staff receive training in order to perform job responsibilities. The facility must provide for and maintain evidence of the following training;

•  4-006.03B1 Orientation: Orientation must be given within two weeks of employment to each direct care staff person of the facility and must include as a minimum, but is not limited to:

1.  Resident’s rights; 2.  Resident service agreement; 3.  Infection Control practices including handwashing techniques, personal

hygiene and disposal of infectious material; 4.  The facility’s emergency procedures and information regarding

advance directives; 5.  Information on any physical and mental special care needs of the

residents in the facility; 6.  Information on abuse, neglect and misappropriation of money or

property of a resident and reporting procedures; and 7.  Disaster preparedness plans.

INITIAL ORIENTATION

Orientation Check List: Every department head takes part in doing the training for their section of the orientation.

Executive Director is responsible for the following:

•  Welcome and setting the tone. What is the culture here. •  Provide a tour of the community if haven’t already done so in the interview

process. •  Customer Service and how we define it •  Review of What is Assisted Living; Resident Rights and how it applies here. •  Abuse and Neglect •  Employee Handbook

•  Grievance Procedures

INITIAL ORIENTATION

Office Manager is responsible for the following (if no Office Manager, this is ED responsibility):

•  Completion of new hire paperwork

•  Payday, payroll deductions, time sheets/clocking in and out/ anything bookkeeping related

•  Regular, Overtime, Holiday pay, Sick Leave, PTO, etc.

•  HIPAA/Confidentiality

•  Parking/smoking/breaks

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INITIAL ORIENTATION

DON:

•  Resident Service Agreements; •  Infection control; •  Advanced Directives; •  Training on physical and mental special care needs of the residents

(ie, Dementia training); •  Nurse call system and how it works •  Proper Lifting Techniques •  The DON’s role and what staff should always report to the nurse

Executive Chef/Dining Services Coordinator:

•  The Chef’s role; •  Serving protocol in the dining room; •  Hair nets and when they have to be worn; •  Temping room trays/beverages, etc.

INITIAL ORIENTATION

Maintenance:

•  Emergency disaster preparedness plans and policies; where binder is kept •  Fire drills and where the fire drill book is kept; •  Water/Utility shut offs; •  Who is the fire monitoring company; where is their number located •  Maintenance Requests Book and where it’s located/how it’s to be used •  Maintenance person’s role

Housekeeping: •  MSDS books/ what they are and where they are located •  Training on eye wash stations and where they are located in the building •  Chemicals are locked and where they are located

ORGANIZE THE PAPERWORK

4-006.03E Employment Record: A current employment record must be maintained for each staff person. The record must contain at a minimum, information on orientation, in-services, credentialing and health history screening.

Employment:

•  Application, Interview Notes and Reference Checks

•  Conditional Job Offer •  APS/CPS Central Registry •  Criminal Background check •  New Hire Reporting form •  Sex Offender Registry •  DHHS Nurse Registry Check •  Felony Misdemeanor Statement

(for Medicaid Waiver Communities only)

•  Signed Job Description

•  Signed Employee Handbook Acknowledgement Form

•  Signed HIPAA Privacy Policy •  Other forms you may personally

have at your community such as: •  Signed Uniform Shirt Policy •  Signed Property Assignment form

(ie name tag, keys, key fobs etc.)

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EMPLOYMENT ORGANIZATION

Financial:

•  Payroll Action Form •  Direct Deposit Authorization •  W-4 form

Training:

•  Initial Orientation •  On-Going Training Documentation •  Copies of Med Aide card, copy of

RN license goes here, CPR/First Aid cards

Personnel:

•  Documentation •  Performance Reviews •  Commendation forms

EMPLOYMENT ORGANIZATION

Health File (kept separate from the Employment file):

•  Drug Testing consent forms and results (if you require drug testing) •  Health History Screening •  Emergency Contact List •  Hep B acceptance/declination forms •  TB test results •  Health Insurance information

I-9 Binder (kept separate from the Employment file):

•  I-9 form completed with 2 forms of ID

Voluntary EEO Self Identification Binder (kept separate from the Employment file):

•  Form completed

STRONG EMPLOYMENT PRACTICE STARTS WITH STRONG LEADERSHIP

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BUILDING LEADERSHIP

KNOW YOU! Building Leadership in others starts with an understanding of

your own leadership ability.

Good leaders understand who they are as a leader.

Your team is only as good as you are. Law of the Lid (John Maxwell)

1.  Leadership ability is the lid that determines a person’s level of effectiveness.

2.  Great leaders position the organization for success….not with policies but with presence.

BUILDING LEADERSHIP

The Code of Conduct 1.  Throw out the Handbook Code of Conduct!

2.  Your team already has a code of conduct….YOU!

3.  Your personal Code of Conduct sets:

1.  Tone (shouting matches, memo wars, etc.)

2.  Pace (taking time to stop and listen, response time)

3.  Standard of Behavior (the people you hire and the people you fire, investment in personal growth)

4.  Words (words carry weight, choose carefully, you adjust for the staff)

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Awareness

Who you are as a person -

•  Internal wiring

•  Find your strength and use it for positive

•  Two sides to strengths

•  Start with some sort of personality indicator

Your passion -

•  Important to distinguish between a worthwhile cause and a personal passion.

•  Worthwhile cause – something you may have a great sense of compassion about

•  Passion/Vision – Contains an element of compassion but more importantly it’s a personal conviction. It consumes you with what could and should be.

BUILDING LEADERSHIP

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BUILDING LEADERSHIP

KNOW THEM! 1. Good leaders KNOW HOW to ADJUST the COMMUNICATION style to the employee.

Nursing staff are primarily:

•  Tactical decision makers

•  “By the book” – need for structure

•  Learn by doing and by repetition

•  High Detail

Although electronic training/DVD’s, etc are used for training purposes, they should not be the only training.

2. KNOW HOW To Motivate Employees with High Detail:

•  Opportunity to work within his/her area of expertise to assure high- quality, by-the-book, results •  Wherever necessary, detailed, thorough training in his/her specialized work •  The chance to learn and practice in an orderly, stable environment •  Recognition for knowledge and error-free work •  Stability and predictability in his/her work environment and responsibilities •  A positive, non-threatening approach when it is necessary to correct, change, or criticize his/her work.

BUILDING LEADERSHIP

BUILDING LEADERSHIP

3. Effective Communication Travels Three Generations

1.   Do I understand what I am saying?

2.   Do they understand what I am saying?

3.   Can they communicate to others what I am saying?

4.   Can others understand what they are saying?

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BUILDING LEADERSHIP

4. Good leaders KNOW HOW to provide CLEAR EXPECTATIONS and PARAMETERS for the job

•  What needs to be done

•  Why it needs to be done

•  Timeframe in which it needs to be done

•  Boundaries for achievement

BUILDING LEADERSHIP

5. Good leaders KNOW HOW To REMOVE BARRIERS

Nothing is more frustrating than to be ready and able to do what is expected and be limited by barriers beyond your control.

Identify barriers and quickly remove them.

Barriers are usually created by:

•  Outdated systems

•  Outdated procedures

•  Outdated people

•  Outdated services

CLOSING THOUGHTS/QUESTIONS

Victory More than pleasing every person on our team, our

responsibility is to bring the team to victory. To have a team, you have to be a leader. If you want to be a leader, be someone others want to follow.

•  Start with personal growth.

•  Help others with their personal growth.

•  They begin to help others.

Compounded Leadership is the goal.

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MARYLYNNE BOLDEN 402-719-6329

[email protected] FIND US ON FACEBOOK!