SILKIN MANAGEMENT GROUP: HIRING MISTAKES

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Silkin Management Group clients are often involved in hiring new staff due to expansion and/or replacing staff that were incorrectly hired previously.  Although there is no exact science to hiring, there are definitely very specific things that Silkin Management Group consultants teach our clients that greatly raise the odds of hiring the right person.

Along these lines I recently read an article on 4 key hiring mistakes that I thought would be interesting to Silkin Management Group clients and anyone else reading our various Silkin Management Group blogs. You can link to this article here: http://www.openforum.com/idea-hub/topics/managing/article/4-hiring-mistakes-and-how-to-prevent-them?cid=em-smartbrief

I thought I would go over the 4 mistakes that the author covers and comment how Silkin Management Group approaches these mistakes so you can compare what we do to what the author discusses.

  1. Relying solely on interviews to pick candidates: We have a group interview system that quickly eliminates the less desirable prospects and leaves you only with the best potential employees.  Those prospects are then tested prior to any interview as a further weeding out process. We have 3 tests that we use.  Also, what questions you ask in an interview are key and can cut through some of the “PR” or “putting on a good face” that normally will occur in such an interview.

  1. Assuming superstars are good models: Your best producers likely have two things in common – they are usually “glass half full” people – more of a positive attitude than a negative attitude, and they are well trained for their job.  You can raise competency and attitude tremendously with a good staff training program, something that we teach and provide to Silkin Management Group clients.
  1. Assuming you know what skills are required: You should know what skills are required for any job, but that doesn’t mean that you can’t train a good potential person for the job if they are lacking some of the needed skills.  Testing helps determine certain traits that are applicable to certain jobs. The tests that we use at Silkin Management Group give you a decent idea of where a person might fit or not fit.  For example a person who is not an extrovert wouldn’t be a great candidate for a receptionist at a busy medical office, but could be fine for handling insurance billing.
  1. Failing to do a careful background check: I agree with what the author says about this subject.  Always do a good background check before hiring.

Silkin Management Group consultants work closely with their clients on hiring good staff and, through the various systems we put in place, most clients greatly increase their odds of finding and hiring the best possible candidates.  If you’d like more information about how Silkin Management Group can help you with hiring and training staff, visit our website at www.silkinmanagementgroup.com

CONSULTANT NAME

Consultant for Silkin Management Group



SILKIN MANAGEMENT GROUP: ACCOMMODATING DISABLED EMPLOYEES

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Part 4

What Is a Reasonable Accommodation?

Over the past 3 days we have run a series of articles on our various Silkin Management Group blog sites concerning dealing with legally disabled employees and/or such individuals applying for a job.

So far we have covered: a) a basic definition and discussion of what a legally disabled person is, b) identifying what are essential job functions that could affect the employment of such a person and c) some ideas to determine if such a person is qualified to perform the essential functions of the job. You can access our last Silkin Management Group blog on this subject here: Accommodating Disabled Employees Pt. 3.

A useful definition of a legally disabled person is: Those qualified individuals with disabilities who meet the skill, experience, education and other job related requirements of a position held or desired and who, with or without reasonable accommodations can perform the essential functions of a job.

Today we’ll go over some concepts of what is a reasonable accommodation for a job.

Reasonable accommodation is a modification or adjustment to a job, the work environment, or the way things usually are done that enables a qualified individual with a disability to enjoy an equal employment opportunity.

This includes accommodations in three aspects of employment:

  • The application process.
  • To perform the essential functions of the job.
  • To enjoy equal benefits and privileges of employment.

Examples of reasonable accommodations:

  • Making a facility readily accessible to and useable by an individual with a disability.
  • Restructuring a job by reallocating or redistributing marginal job functions.
  • Altering when or how the essential job function is performed.
  • Part time or modified work schedules.
  • Obtaining or modifying equipment or devices or allowing an employee to provide equipment or devices that an employer is not required to provide.

In our next Silkin Management Group blog we’ll go over what are the employer’s essential obligations to “reasonable accommodations”.

As stated in our previous blogs on this subject: Silkin Management Group is not a legal firm, rather we are practice management consultants. Therefore the above should not be construed as legal advice. Employment laws change and get updated frequently. If you have an employee with a valid disability, or if you have a disabled person applying for a job, you should contact a good employment attorney to insure you are doing what is required to properly comply with the law.

For more information about Silkin Management Group visit our website at www.silkinmanagementgroup.com or call us at 800-695-0257.

Jack Hennessy

Silkin Management Group Consultant



WHAT IF AN EMPLOYEE WORE A KNIFE TO WORK?

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One of the most frequent areas of concern for new Silkin Management Group clients is dealing with employees. Who to hire, how to train them, what should written office policies and job descriptions look like, who do you fire and how, how do you deal with discrimination and harassment, etc. are the common areas of concern.

As Silkin Management Group deals with business management, we have to be familiar with the various legalities surrounding these various issues. At the same time, we aren’t attorneys. Therefore we keep ourselves informed and educated through research as well as interaction with attorneys we know and trust.

We have presented articles on past Silkin Management Group blogs from an attorney, Timothy Bowles, whom we have worked with for many years and whose expertise is in employment law. Below you will find a very interesting article by him that will answer the question posed in the title above. If you are a business person who has employees to deal with, you should find this interesting.

Larry Silver
President, Silkin Management Group

For information about Silkin Management Group, visit our website at: www.silkinmanagementgroup.com. You may also contact Silkin Management Group at: info@silkinmanagementgroup.com.

Religion in the Workplace, Have Faith in the Law

Bill, a hospital supervisor, learned that one of his subordinates, Harvinder, has been wearing a miniature sword strapped to and hidden underneath her clothing. Harvinder is a baptized Sikh who wears the 4-inch dull and sheathed sword (called a kirpan) as a symbol of her religious commitment to defend truth and moral values. Bill instructed Harvinder not to wear the kirpan at work because it violated hospital policy against bringing weapons in the workplace. Harvinder explained to Bill that her faith requires her to wear a kirpan in order to comply with the Sikh Code of Conduct, and gave him literature explaining the kirpan is not a weapon. Harvinder also allowed Bill to examine the kirpan so he could see it was no sharper than a butter knife.

It may be surprising to learn that if Bill were then to inform Harvinder she would be terminated if she continued to wear the kirpan at work, the U.S. Equal Employment Opportunity Commission (EEOC) would consider the hospital liable for religious discrimination in the workplace. In the face of a potential conflict between a religious practice such as Harvinder’s and an employer’s policy, in this case the company’s obligation to maintain a safe and secure workplace, that employer must almost always take the initiative to see if a reasonable accommodation for that religious practice can be reached. Only where an employer can show that any accommodation for religious practice would impose an undue economic hardship is that company excused from permitting that practice to continue. Employment laws establish that resolution of religion in the workplace issues is a case-by-case proposition. An undue hardship is found where the proposed accommodation imposed more than a de minimus (trifling or minimal) cost to the employer. Examples where courts have found accommodations imposed undue hardship include “additional costs in the form of lost efficiency or higher wages.” Balint v. Carson City, Nevada (Ninth Circuit Court of Appeals [9th Cir] 1998) 180 Federal Reporter, Third Series (F.3rd) 1047, 1051, note 4.

Thus, faced with Harvinder’s request to continue wearing her kirpan in the workplace, Bill would have to explore whether the company could accommodate the request without a disruption in operations that would amount to more than a minimal or trivial distraction. If Harvinder’s request was to carry a loaded gun based on her religion’s principles, Bill would obviously have a much easier decision since such a weapon creates a hostile work environment to say the least, nearly certain to significantly divert fellow hospital workers from full attention to their duties. However, a ceremonial object no sharper than a butter knife – and kept out of sight of other workers in any event — can probably be accommodated since it would be difficult at best to distinguish between that object and the eating utensils brought by other workers and utilized daily on the premises.

If you have any questions, please contact me or any of our other employment law attorneys.

Timothy Bowles
Law Offices of Timothy Bowles, P.C.
One South Fair Oaks Ave., Suite 301
Pasadena, CA 91105

Phone: 626-583-6600
Fax: 626-583-6605
Email: information@bowleslaw.com



MORE ON MEASURING PRODUCTIVITY

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After reading last Thursday’s blog How do you measure the productivity of all areas in an office? by one of my fellow consultants at Silkin Management Group, Bill Hickey, I thought I would carry on the theme he started and add my own insight to this subject.

I can’t emphasize enough how important statistical monitoring is to the management of a practice. As clearly elucidated in yesterday’s blog, without proper metrics, you can’t really see what is going on throughout the business side of a practice.

The first question you might ask yourself is how one determines what the correct monitoring statistic is for an area or job position. The answer to that is something more basic, and that is determining what the actual product is that should be produced by that position or area.

In sales this is usually easy to see. For example, the product of a car salesman is a sold car and his statistic would simply be the number of cars sold.

That one is easy. But what about a receptionist in a health care office? What’s her product? And what statistic measures that?

Here are some ideas you can use for this position in terms of product and statistic for a receptionist:

  • Product: A patient who arrives at the agreed upon time
  • Statistic: Percent of patients kept to schedule
  • Product: Sufficiently full appointment book to keep the office at or above its needed production target.
  • Statistic: Percent of the appointment book filled

I hope this example gives you an idea on how this basic management tool works. If you want to properly manage your practice, you must be able to easily see the productivity in any area or job position and not operate on “feel” or “how it seems”.

Please note: this does not mean that you take the important human element out of your practice. I’ve heard people say that watching statistics takes the “humanity” out of a practice. These are not mutually exclusive activities! The “human element” is more important than anything else as it is people, working together as a team in a mutually created enjoyable work place that makes a practice a fun, pleasant and productive place to work. But, at the same time, you must also be able to logically see how the productivity of each area and job position of a practice is doing or you won’t be able to manage the practice as a whole and take care of your staff.

Letting a staff member flounder around, not really knowing how they are doing, is not a fair way to treat any staff member. Neither is letting a poorly producing staff member attack in subtle or not so subtle ways a good producing staff member. Having a proper statistical monitoring system in place takes helps your staff know how they are doing and protects the good producers. That makes a happy and productive place to work.

At Silkin Management Group, we have researched and worked out nearly every product and statistic in a health care practice and, where we haven’t, we know exactly how to figure them out. If you are interested in more information about how to do this, contact us at info@silkinmanagementgroup.com or visit our website at silkinmanagementgroup.com. View our other blog at practicemanagementblog.com

Eric Korb
Technical Director



Types of Employees

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In my job as a consultant at Silkin Management Group I often get asked by my clients about the advantages and disadvantages of different classifications of employees. And, during these tough economic times where some businesses are letting people go and some are just hiring part time, knowing these different classifications is important to anyone who is looking at hiring someone new.

Hiring the right people is a key activity that we help our Silkin clients with. We have many proven successful actions on recruiting, screening and hiring. Knowing how to do this properly is a very important management tool to have as it cuts down on employee turnover and increases efficiency in any office.

I ran across the following article Ready to hire? You have many employee options which I thought was a great summation and clarification of the three key types of personnel you can have: regular full time staff, part time staff and independent contractors. Each has its own rules and regulations, advantages and disadvantages. This article provides valuable information to anyone interested (whether you are a Silkin Management Group client or not) in the relevant differences between these personnel classifications I hope you find it helpful and useful.

If you’d like help with any employee situation, especially how to hire the right people, feel free to contact us!

Gary Crawshaw
Consultant
Silkin Management Group

Email:
Website:
www.silkinmanagementgroup.com

Visit our other blogsite at:
practicemanagementblog.com