Spend More Time Focusing on Your Practice

For many small to midsize practices, the challenge of managing the ever-evolving human resource functions has become increasingly daunting and complex.


Physicians know all too well the frustration of spending more time than they want on nonpatient care. With payroll, human resource management and the administration of benefits plans, one can spend more than 30% of the day engaged in these necessary, but time-consuming, tasks.


PEOs Help Businesses and Their Employees


The answer for many growing practices may be to consider hiring one of the more than 700 professional employer organizations (PEOs) in the United States. A PEO enables physician offices to cost-effectively outsource the management of administrative and human resource functions for their businesses, including:

• human resource management
• payroll services
• employee benefits
• workers’ compensation and risk ?management

You may typically think of a PEO as a full-service, off-site human resource department. Your practice recruits and hires staff members and, in turn, your staff members become “shared employees” or “co-employees” of your company and the PEO. You as owner provide the day-to-day management of the shared employees, and the PEO specialists then take care of the ancillary human resource functions and associated paperwork.


Improved Benefits and Better Workplaces


PEOs help tens of thousands of companies provide benefits such as health care plans, 401(k) plans and other perks to working Americans. PEO-sponsored benefit programs can include major and supplemental health care choices, including vision and dental care and employee assistance programs.


PEOs can also improve the work environment and make it safer. They focus on workplace risk management, safety programs and good human resource practices. PEOs arrange workers’ compensation coverage with major insurance carriers and manage the claims. They also deliver human resource services, including payroll, unemployment taxes, customized employee handbooks, pre-employment screening, wage and compensation planning, and customized training.


Factors to Consider When Selecting a PEO


The National Association of Professional Employer Organizations (NAPEO) offers the following guidelines to companies considering a relationship with a PEO:


Is a PEO right for me? Assess your practice to determine your human resource and risk management needs. Make sure the PEO is capable of meeting your goals. Meet the people who will be serving you. Ask for client and professional references.


Does the PEO have a demonstrated history of adherence to the industry’s professional performance practices, including responsible financial management of its business? Check to determine if the PEO’s financial statements are independently audited by a CPA, whether his or her risk management practices have been independently certified by the Certification Institute, or if his or her operational, financial and ethical practices have been independently accredited by the Employer Services Assurance Corporation. Also, confirm that your PEO is a member of the NAPEO, the national trade association of the PEO industry. Only a small fraction of the 700 registered PEOs in the U.S. meet each of these strict standards.


How much does a PEO cost? Like all professional services, PEO pricing depends on the company or organization. Costs can be considered in a number of ways, including percent of wages, on a per employee basis, or at a flat rate or fee per month. In any case, you’ll want to weigh the cost savings of time and productivity gains by having a PEO relationship. Many times, some or all of the costs associated with doing business with a PEO can be offset by the associated savings in the products the PEO may offer, such as discounted workers’ compensation insurance, health insurance and 401(k) plans.


What services do you need? Most any size practice can find value in a PEO relationship, even those with just a few on staff. PEO clients include a range of professionals, from specialist groups to full-scale medical practices, all benefiting from PEO services.


Selecting the right PEO for you and your practice is of the utmost importance. You want to find a company with strength, stability and a dedication to customer service. You need to feel that you and your staff will be well taken care of and that your needs and goals will be met. Look for a PEO that will personally meet with key members of your practice to listen to your requests, and discuss and assess your critical needs. Also consider that some PEOs specialize in a web-based high-tech approach, while others are focused on face-to-face support. Be sure to seek a PEO that best fits your unique needs.


By: Aaron Seaman and Todd Newton

3 Options to Consider for Surgery Center Employee Benefits

1. Provide benefits via the ASC directly as the employer of the employees. This option provide the ASC the opportunity to create a benefits package that is specific to the ASC and manage costs based on what the ASC can afford. The challenge is these benefits can be costly because to the size of the group (few employees to spread the risk across).  For start-up centers, the first three employees do not have access to benefits due to the requirement that most insurance companies will not provide group benefits to employers with fewer than three benefit eligible employees. Typically, they will not even provide a benefit quote if you have fewer than three employees — unless it is for an individual policy.  In order to receive a quote, insurers require a census of three employees.  In this scenario, benefit costs are based on employee census and claims experience.  2. Use a management company to employ the staff. If the ASC is part of a management company, some management companies employ the staff on behalf of the facility. This is a great option because you have the benefit of a larger number of employees, thus you are able to provide a competitive benefit package at a lower cost than doing it as a stand-alone ASC. You are able to leverage economies of scale by utilizing this option.  Benefits costs are not predicated on the individual’s medical history and benefits are available immediately because group policies are already in existence. 3. Employ the staff via a Professional Employer Organization. [This option involves] outsourcing all other aspects human resource management to include benefits while maintaining the daily control and management of the staff. This model allows the ASC to focus on its core business, caring for patients and outsources all of the HR functions to a third party employer.Depending on the model, the ASC may be able to leverage economies of scale for some benefits, thus providing a more robust benefit package that is competitive and lower in cost than a free-standing ASC.

Tips for 2011

As a new year begins, employers should review and update the following: Handbooks: Review and update company policies and procedures to include recent law updates and changes.  Consider new policies that could be necessary to implement to keep up with the ever-changing dynamic of the workforce. Trend offers Handbooks for clients, as well as, services to update and/or to create new policies specific to company needs. Job Descriptions: Review and update current employee job descriptions. It’s likely that employee responsibilities have shifted or new responsibilities have been added. Trend offers services to clients to help develop and update job descriptions. Don’t forget to check out the HR resources we have created for clients under On-Line Training! Contact Trend for more information on our services at 214-553-5505.

Tips for Addressing Disrespectful Employee Behavior

Unfortunately some employees will behave in a disrespectful manner to either their manager or to their peers from time to time. It’s the manager’s job to observe, address and correct disrespectful behavior in the workplace.      What are examples of disrespectful behavior?  Bullying Ignoring requests Eye Rolling Dirty Looks (unpleasant expressions) Sighing Clicking your tongue Giggling conspiratorially with another coworker Conduct, comment or display of behavior that would embarrass, humiliate, demean or belittle a person Offensive or inappropriate remarks or gestures Offensive or inappropriate jokes, including practical jokes Swearing Actions that invade privacy or personal property Rude comments including sarcasm Posters, calendars, cartoons that cause offense Spreading Rumors and gossip that could damage a person’s reputation Display or distribution of printed or electronic material that would offend Verbal abuse including yelling and name-calling Shunning, ignoring or isolating an individual Abuses of power such as threats, coercion or bullying  Disrespectful behavior in the workplace can affect the overall work environment because it can cause tension in the workplace. Employees may feel uncomfortable coming to work and/or interacting with certain team members and overall employee productivity will be affected.   The best tip is to always address poor behavior immediately. Do not wait until later to address poor behavior. Managers should not tolerate behavior that is unacceptable, negative and detrimental to the team. Far too often managers tolerate poor behavior and this tells the employee(s) that their behavior is acceptable. This in turn creates a culture for the company which teaches others that certain behaviors are “ok” causing more people to participate in the same poor behavior.  You’re the manager. You have the right and duty to correct unacceptable behavior. Correct poor behavior as it occurs with an immediate verbal counsel. If the employee continues to display the same or similar behavior then the manager should have a formal counsel with the employee. The counseling should outline unacceptable behavior in the workplace and the employee should understand that disciplinary action will result if the employee participates in such behavior moving forward.

Pay Raise Alternatives: Reward Employees on a Tight Budget

By Mary Margaret Kelly
A new year is under way amid growing optimism that the economy is showing some real signs of getting back on track. But small business owners aren’t yet ready to loosen their seat belts as they continue to look for ways to minimize costs.
Indeed, employers continue to make changes to staffing, organizational structure, compensation and benefits and other perks, according to a glassdoor.com survey of more than 2,300 working adults in the United States. And workers seem to understand. To avoid further layoffs, 76 percent of employees who responded to the survey said they would be willing to take a pay cut if their jobs were on the line.
But while keeping their pencils sharp, employers must take note of employee sacrifices during the past few years, experts say. Smart owners need to be concerned about morale, particularly as the economy begins to recover and jobs become potentially plentiful again. In a 2010 CareerBuilder.com survey, a third of workers said it is likely they will start looking for a new job when the economy picks up.
As a result, employers should consider turning their attention to rewarding employees for their hard work. That doesn’t necessarily mean pay raises and bonuses. To be sure, budgets remain tight, especially for many small and medium-sized businesses. For those businesses that are beginning to find themselves in better financial positions, however, there are areas that may have been neglected during the past few years that can now be afforded more attention, such as bringing on more clients, expansion opportunities or acquiring new office equipment.
Following are several ways to help rebuild an organization and reward employees during this transitional period:
Give an extra paid day off. Many employees have been putting in extra hours or covering job duties for more than one position for quite a while, often neglecting to take important time away from the office to rejuvenate and relax. In fact, an annual survey conducted by Expedia.com estimates that employed adults in the United States give back a combined 436 million vacation days each year.
Whether employees are feeling uncertainty in their jobs or looking to cash in their unused vacation days, everyone needs to take a day off. In most cases, giving employees an additional paid day off does not necessarily cost employers any real dollars that were not already accounted for in the budget. Not only will employees return to work refreshed, they will be more motivated to support and work hard to rebuild an organization that values them.
Offer flexible working arrangements. With the price of gasoline and double-income families on the rise, employees may enjoy the option to telecommute or work flexible hours to help better manage their lives and save money. If given the option, nearly 75 percent of all workers surveyed said they wanted the freedom to work remotely from home or somewhere else away from the office, according to a survey conducted by Citrix Online.
Flexible working arrangements can help employees achieve a healthier work-life balance, which can yield a happier and more productive employee. It also helps to support an environmentally friendly alternative to reduce fuel emissions, which many employees may respect.
Invest in the company. Most companies that have been struggling to survive during the past few years – even those that are technology-oriented – have probably not been able to upgrade to the latest equipment, causing inefficiencies and frustration among employees. Replacing this old equipment could provide a quick boost in productivity and morale.
Hiring additional employees when they are needed can also be beneficial to the company and existing employees. Bringing on more staff can help employers by generating more business and better servicing current clients. Employees may appreciate the help after enduring a heavier workload as a result of scaled-back recruiting efforts.
Travel is another area that many companies have had to curtail. Eliminating travel caps may help employees secure new clients and retain others, which can be energizing to staff members anxious to get back into the field.
Support training and development. Training and development is a smart investment that is often underutilized and overlooked by companies, particularly during tough times. Not only does it help employees enhance their skills and perform more efficiently, training also can help boost their confidence and positively impact morale. What’s more, taking advantage of training opportunities during slower periods can help a company gain a competitive edge as business increases.
Reinstate or enhance benefits. Many small and medium-sized businesses have had to scale back or eliminate benefits such as medical insurance and/or retirement plans for employees. If a company cannot afford to pay the full cost of health care premiums, consider other options that may allow for a small portion to be covered. Or consider a retirement plan with the possibility of matching employee contributions in the future. Any opportunity to offer assistance with benefits should be evaluated, as it can help attract and retain valuable employees.
Companies also should consider bringing back low-cost perks that were eliminated in leaner times, such as providing snacks at meetings or small sales incentives, such as restaurant gift cards or movie tickets. No matter which alternative to pay raises is selected, be sure to inform employees and maintain honest communication about why raises may not be reinstated in the near future. And while you should expect – and respect – some initial disappointment, employees will appreciate honesty. In the long run, the efforts a company makes during a difficult time will be remembered.
Mary Margaret Kelly is a human resources specialist.

Common Employee Classification Mistakes Made by Employers

Do you think that as an employer you have the right to classify an employee as exempt just because you want to?  Employers do not have the right to classify an employee as exempt or non-exempt simply because they do or don’t want to. Employees must meet all of the FLSA requirements in order to be classified as exempt.  Do you think that because you pay an employee salary that this automatically means that they’re exempt?  Employees being paid salary should never be assumed to have automatically met the requirements to be classified as exempt. An employee being paid salary is only one of the FLSA requirements that must be met.  Do you think that the employee’s job title automatically makes them exempt or non-exempt?  Although exempt employees have common job titles from employer to employer, they still have to meet all of the FLSA requirements. Are they salaried? How much are they paid? What are their respronsibilities? Do you think that the employee’s job description automatically makes them exempt or non-exempt?  It doesn’t matter what the job description states or how the employer worded the employee’s responsibilities. What matters is whether or not the employee truly exercises the *required responsibilities clearly defined by the FLSA.  *One of the most common mistakes made by employers:  Employers assume that an “administrative employee” automatically qualifies for the exempt classification. TIP – The administrative employee is non-exempt unless they meet the following FLSA responsibility requirements (as well as the other FLSA requirements): Exercises substantial discretion Has decision making authority    Trend has created an Employee Classification Series and Checklist to reference when determining whether an employee should or shouldn’t be classified as exempt. These resources can be found under the following: Resources - Online Training - How to Classify Employees Correctly Series

I wonder what happens when I push...

Keyboard Shortcuts

 

Switch from one window to the next - Alt + Tab

 

Repeat your last action - F4 - say you’re changing the font in certain areas of a document. Once you change the first section, you can highlight the next section and simply use your F4 command to copy the changes

 

To rename a highlighted file or icon - F2

 

Upper to Lower Case - Shift + F3 -  In Microsoft Word to change a upper to lower case or a capital letter at the beginning of every word

 

Refreshes current window - F5

 

Opens New Internet Tab - Ctrl + T

 

Copy - Ctrl + C

 

Paste - Ctrl + V

 

Cut - Ctrl + X

 

Undo - Ctrl + Z

 

Bold - Ctrl + B

 

Underline - Ctrl + U

 

Italics - Ctrl + I

 

 

For more shortcuts go HERE.

Employee Behavior Management

Productivity, employee morale and customer satisfaction depend on how well employees are being managed. Employee behavior management is a continuous process as deviation from company standards will occur from time to time. At times, employees will fail to meet these general company standards: Produce Quality Work/Products Interact Positively with Others Adhere/follow Company Policies and Procedures Management should follow these basic steps to correct and improve employee behaviors: Immediately address the issue or concern with the employee Counsel the employee by explaining the poor behavior observed, what is expected moving forward and provide steps on how to acheive the expected behavior. Document, Document & Document - Management should always document poor employee behavior and any actions taken to address and correct the behavior.  Trend has created a "Quick Train: Managing Employee Behavior Series" with more details on how to properly and effectively manage employee behaviors. This series can be found in our Online Training: If you have any questions or concerns please feel free to contact Trend at 214-553-5505.

Common FORM I9 Mistakes

Here are several mistakes employers make when completing the Form I-9: failure to fully complete the Form I-9. failure to use Section 3 for updating and reverifying an employee's information. using an outdated Form I-9. failure to photocopy both sides of documents or failure to photocopy or not photocopy for all employees. Section 2 errors - If you have a document for List A, then do not complete list B and C.

Problem Area

Employers should create a record of each employee's history with the company.  Employee files should be housed in secure area.  Good documentation answers who, what, when, where and why, and should always occur promptly. Documentation should be used as a tool to provide an employee means to suceed in their position, not as a weapon.  Written documentation should only include facts, recorded objectively.  Personal feelings or unfounded comments should not be included on any written documentation.  This includes applications, resumes, performance reviews, etc. 

Other key areas where documentation is important is in conversations that might pertain to the need for Family and Medical Leave Act (FMLA) leave, conversations pertaining to the Americans with Disabilities Act (ADA), all policy violations, harassment or discrimination claims, final warnings, promotions or changes in work force, compensation changes & terminations. 

It is best to always have the employee sign the document to show the employee was present and witness.  Also, it is a good idea to have another supervisor or member of management present for highly sensitive or difficult conversations with an employee as a witness. 

TrendHR can provide training for documentation, diversity, progressive discipline, and the employee life cycle.  Trend HR may also serve as witnesses for conversations and assist in drafting the written documentation.  Contact 214-553-5505 for more information. 

How to Address Troublesome People Effectively - Part 2

After you’ve addressed the issue with the employee you need to discuss the solution and expectation moving forward. Have the person confirm that “I won’t do that anymore.”

Document, Document & Document.
As a manager you should always be practicing documentation. You never know when another issue will arise and you always want to ensure that you have proper documentation if anything does happen in the future. You should document the issue and file the details in the employees personnel file.
So what happens when you don’t address employee issues?
If you don’t confront problem employees expect the following to occur:

• Poor productivity.
• Increased problematic behavior as they realize they won’t be punished.
• Loss of business due to difficult employee’s poor ability to interact with others.
• Loss of talent because people get tired of dealing with an employee that gets away with things.
• Rule violations & inconsistency throughout the team.

Again, sometimes being a manager isn’t all that great when you have to address challenging employees who display unacceptable, unprofessional and disrespectful behavior. But to be an effective manager you must address these challenges and address them adequately or your workplace will suffer the consequences of ignored problematic behavior.