Solving the Top 5 Employee Discipline Issues 1 “piece by piece”

 President of MedHQ  Works with over 50 physician affiliated organizations  Former administrator of outpatient endoscopy center  MBA, University of Notre Dame 2

 Supervisors Surveyed in May 2012: ◦ For what issues do you contact HR? ◦ What is your most challenging employee issue? 3

4 40.6% 75.0% 56.3% 90.6% 78.1%

5 58% 26% 6.5% 3.2% 6.5%

 At-work attitude  Attendance and tardiness  Employee interactions and disputes  Performance and a hostile work environment  Policy compliance 6

7 N = 46 out of 190 (24%)

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Risk AreasLevelRelated Risk Cost Weighing factorFactored Risk LowMediumHigh Discriminationlowmediumhigh$25,000$50,000$100, $25,000$50,000$100,000 Employee Attendancelowmediumhigh$25,000$50,000$100, $2,500$5,000$10,000 Employee Work Productivitylowmediumhigh$25,000$50,000$100, $6,250$12,500$25,000 FMLA, ADA, etclowmediumhigh$25,000$50,000$100, $12,500$25,000$50,000 Hostile Work Enviornmentlowmediumhigh$25,000$50,000$100, $25,000$50,000$100,000 Inappropriate Work Behaviorlowmediumhigh$25,000$50,000$100, $3,750$7,500$15,000 Involuntary Terminationlowmediumhigh$25,000$50,000$100, $6,250$12,500$25,000 Sexual Harassmentlowmediumhigh$25,000$50,000$100, $25,000$50,000$100,000 Unemploymentlowmediumhigh$25,000$50,000$100, $2,500$5,000$10,000 Work Complowmediumhigh$25,000$50,000$100, $5,000$10,000$20,000 10

Risk AreasFactored Risk LowMediumHigh Employee Attendance$2,500$5,000$10,000 Employee Work Productivity$6,250$12,500$25,000 Hostile Work Environment$25,000$50,000$100,000 Inappropriate Work Behavior$3,750$7,500$15,000 Involuntary Termination$6,250$12,500$25,000 Unemployment$2,500$5,000$10,000 Total Annual Estimate$21,250$95,000>$190,000 11

 Understand how important it is to manage yourself.  Find out what is at the root of many performance problems.  See what kinds of problems negative employees can create in your work environment.  Learn how to effectively deal with difficult employees. 12

 Managing yourself  Doing assessments  Making apologies  Taking action 13

Attitude Attendance Attitude Attendance 14

 Everyone gets angry occasionally  No room in workplace for frequent outbursts  Your responsibility to provide a safe environment 15

16 OUT UP

HIRE “A” PLAYERS WHO MIRROR YOUR VALUES CONTINUALLY EXCEED EXPECTATIONS OF YOUR PEOPLE BE EXCESSIVE ABOUT YOUR PATIENTS CREATE A DISCIPLINED CULTURE OF EXCELLENCE DEFINE VALUES Creating a Caring Culture Ann Rhoades - Built on Values: Creating an Enviable Culture that Outperforms the Competition

18 Intimately Connected to Our Patients’ Success Enjoy the Opportunity To Serve Treat Others With Respect at All Times Embrace Technology and Innovation Energy and Positive Attitude Relationships Built on Trust Define Your ASC’s Core Values Patrick Lencioni – The Advantage

19  Key Attributes  Behavioral Questions  Candidate tells stories: ◦ Situation ◦ what they did ◦ end result  Keep Candidates “out of the woulds”  Did answer match ◦ Key Attribute? ◦ Values? Recruiting and Interviewing

Unclear/unfair expectations Inadequate skills Workplace conflict 20

 Health problems  Personal or family issues  Child care problems 21

Day One Early Warnings Praise Often Maybe it’s YOU! 22

 B.S.  M.S.  Ph.D. 23 My way… or…..

Please…Do NOT!  Put a negative spin on everything  Erode plans and actions  Create hostile work relationships  Make others look worse 24

A.S.S.U.M.E Nothing… 25

B _ _ _ 26 BLEW BLEU BLUE

 Learn control techniques  Ask open-ended questions  Don’t get personal  Tell the employee what is expected 27

 Explain your concerns  Offer suggestions  Avoid criticizing 28

 Good reasons for questions  Be Fair 29

 Investigate  Evaluate 30

 Positive feedback  Continuing problems  Introduce changes 31

 The first step in dealing with a difficult employee is managing yourself and keeping your own emotions in check.  Performance problems may be the result of vague expectations, medical issues, personal problems, or job dissatisfaction. 32

 Common signs of performance problems are absenteeism or tardiness and a decrease in productivity and cooperation.  Employees who are negative, spread rumors, or are otherwise difficult create productivity and morale problems.  Taking control of the situation means asking questions. 33

1. What is the number-one problem affecting an employee’s success or failure? 2. According to studies by the Small Business Administration, how many employees remain with a company beyond the first 90 days? 3. What might you suggest an employee do who is having problems getting to work because he or she is caring for an elderly parent? 34

4. Name signs of performance problems. 5. What are some of the behaviors of an employee who is undermining authority and morale? 6. How do you “take control” of a situation with a difficult employee? 7. You should avoid personal criticism when dealing with a difficult employee. True/False 35

8. Employees should not question instructions or procedures issued from management. True/False 9. Name the four steps to keep in mind when dealing with difficult employees. 10. Before taking any action against a difficult employee, what should you consider? 36

1. What is the number-one problem affecting an employee’s success or failure?  Attitude. 2. According to studies by the Small Business Administration, how many employees remain with a company beyond the first 90 days?  50 percent. 37

3. What might you suggest an employee do who is having problems getting to work because he or she is caring for an elderly parent?  Take an approved leave of absence, or refer him to the employee assistance program. 4. Name signs of performance problems.  Tardiness, absenteeism, lack of interest, decrease in productivity. 38

5. What are some of the behaviors of an employee who is undermining authority and morale?  Ignoring or putting down management decision and rules; or gossiping about colleagues’ mistakes and failures. 6. How do you “take control” of a situation with a difficult employee?  Learning to read others; asking open- ended questions. 39

7. You should avoid personal criticism when dealing with a difficult employee. True/False  True. 8. Employees should not question instructions or procedures issued from management. True/False  False. 40

9. Name the four steps to keep in mind when dealing with difficult employees.  Remain in control. Assess the situation. Apologize if necessary. Decide what can be done. 10. Before taking any action against a difficult employee, what should you consider?  Investigate. A fair hearing. Follow procedures. Determine if policy is unfair. Evaluate how to improve policy. 41

Thank you for having me this evening! Please feel free to contact us at any time. Tom Jacobs – President/CEO