The timeline that I have given myself for these positions although ambitious I believe is attainable. The plan for recruitment will be with the career centers at each of the local schools that provide these job training and degree programs, Career Builders.com as well as the local newspaper which also list their ads on Monster.com. The resumes will be required to have a cover letter detailing why our company should consider you for the job and your accolades that make you the best candidate for the job. By being so specific in the requirements for the cover letter, candidate will have an opportunity to boast about their personal achievements and detail any accomplishments thus, highlighting information in the resume. This will enable HR to then weed out the best ones after a comparison with the resume for the best candidates. Phone interviews will be the next step for candidates that have made it to that round followed up by skills test and in person interview (corporate, 2013).
In Florida you have two factors at work, the first is the aging workforce and the second is the increase in the aging population (staff, 2010). The emerging Healthcare changes are not really affected one way or the other in nursing shortages. They are forecasted to remain the same with or without the Healthcare changes that are on the rise. Given that this is a clinic with Doctors in the setting and 3 RN’s one of which will be leaving. The HR department plans to replace that RN with a Certified Medical Assistant. In the state of FL a CMA can do many of the assignments that RN’s are tasked with in a clinic setting (Staff, 2013). Since there are already two RN’s that will be on staff anything that falls outside the focus of a CMA can be tasked to one of the RN’s on duty. This will be money saving for the clinic as currently RN’s make substantially more money than CMA’s (SOFL, 2007). The Patient Care tech as well will be replace by a CMA this pay is pretty close to one another and the duties are close enough that the CMA can provide more flexibility for the clinic and still save dollars.
The CMA programs in the State of Florida currently take six months to one year depending upon the school. Giving this consideration there are many more available CMA’s looking for work than RN’s. With the changing environment in billing and coding all coders are required to be certified in ICD-10 by 2015. Giving this thought it was decided that the best thing to do was to bring in a contracted ICD-9 and 10 coder and have them train the current coder while completing work. This will keep the clinic in compliance with federal guidelines in the future. According to the CMS website ICD 10 coders must be certified by 2015 in order to transmit and code claims. By bringing in a certified ICD 10 coder the veteran coder can learn ICD 10 and prepare for their training as well, which is a requirement that is expected in 2014. This can fill the gap for needed coverage and combine training that will be required for future coding needs.
Training will need to consist of leaders that will be asked to step up to the plate for training. These leaders will be valuable during the training process and acknowledged during the end of year evaluations. During a meeting to announce the new hires volunteers will be sought who are willing to share their expertise with new hires so that they can become valued employees and productive for the clinic. Over time will definitely be part of the phase in for the new employees and this will be discussed with the trainers as to the needs. The expected phase in process for the two new CMA’s should take about three months as they are going to already be experienced and it will only be a matter of learning clinic processes, guidelines and protocol.
The plan for maintaining service while under these very stressful conditions will consist of a variety of things put into place by the HR department. It will also require buy in from the physicians and managers in order to gain the support of the staff. First will require skillful scheduling as to limit the overtime that might be needed by current employees. This will help to minimize burnout and fatigue by the current staff. The second item that will need to be put into place will be staffing meetings that discuss the needs, the availability over normal hours of staff as well as any other issues that the staff is seeing that needs to be addressed. And finally HR will need to put into place a de-stressor program to help alleviate some of the fatigue by the personnel. Some of these things can include simple low cost events like Sundae’s on Friday’s or luncheons that help to keep the staff fueled and energized. Some other ideas might be a hero of the week program or mentor of the week. By keeping staff morale at a high we can insure that productivity maintains high.
Courtney from Study Moose
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