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PRMCMANAGEMENTRESOURCEGUIDEPage1of40
Welcome!
Before we dig in, here’s a glimpse of what to expect as part of the PRMC Management Team…
You’ve just stepped into one of the most significant roles in the workforce because you have the most direct impact on employees – the heart of our organization. Their success and development will all be influenced by your leadership. No pressure, right?However,…We tend to more often speak about what employees need from their managers to shine, and not what managers need to help them get there.That’s why we set up this complete one-stop-shop for managers like you to learn how to prepare for the role like a champ and be the leader you’ve always dreamed of being. You’ve got an incredible opportunity ahead of you, and lots to do. 

PRMCMANAGEMENTRESOURCEGUIDEPage2of40TableofContentsTier1:ImmediateLeaderCompetencies......................................................................................................4Ensuringyouremployeesreceivetheirpaychecks.......................................................................................6DocumentExamples.................................................................................................................................7TimeClockReconciliationForm(Example)...........................................................................................7PTO/AbsenceRequest(Example).........................................................................................................8PaidTimeOffRequestPolicy................................................................................................................8TimeSheet(Example1)........................................................................................................................9TimeSheet(Example2)......................................................................................................................10TimeSheet(Example3)......................................................................................................................11Ensuringyouremployeeshavethesupplies/equipmenttodotheirjobs..................................................13Capitalequipmentrequest.....................................................................................................................13PurchasingSupplies................................................................................................................................14OrderingIn‐StockItems:.....................................................................................................................14OrderingNon‐StockItems:.................................................................................................................14HowtoHireanEmployee...........................................................................................................................18BudgetaryRequirements........................................................................................................................18PostingaJobDescription........................................................................................................................18ViewingApplicants–PositionManager.................................................................................................18Dashboard...........................................................................................................................................18Requisitions/Jobs................................................................................................................................19People.................................................................................................................................................20**StepsforanInternalTransfer**.........................................................................................................2430‐day/90‐day/AnnualEvaluations............................................................................................................26TaleoDashboard.....................................................................................................................................26NewHireEvaluations..............................................................................................................................2630‐dayMeeting...................................................................................................................................2690‐dayMeeting...................................................................................................................................26AnnualEvaluations..............................................................................................................................27BuildingRapportwithEmployees:101.......................................................................................................29WhyroundonEmployees?.....................................................................................................................29Employeeswantfivecriticalthingsfromtheirleader:.........................................................................29HowtoroundonEmployees?.................................................................................................................29

PRMCMANAGEMENTRESOURCEGUIDEPage3of40Who.....................................................................................................................................................29When...................................................................................................................................................29KeywordstoUseWhenRoundingonEmployees...............................................................................29Tools....................................................................................................................................................30RelatedResources:..............................................................................................................................30Tier2Competencies...............................................................................................................................31BudgetManagement..................................................................................................................................32AnnualBudgetProcess...........................................................................................................................32BudgetReports.......................................................................................................................................33SMARTGoals...............................................................................................................................................34S–Specific...........................................................................................................................................34M–Measurable..................................................................................................................................34A–Attainable......................................................................................................................................34R–Relevance......................................................................................................................................34T‐Timeframe......................................................................................................................................34WhentoUseSMARTGoals.....................................................................................................................34LEM–LeaderEvaluationManager.............................................................................................................35AnnualEvaluationTab............................................................................................................................3590‐DayPlanTab......................................................................................................................................35ValidationMatrix....................................................................................................................................35PRMCTRAVEL.............................................................................................................................................36HotelReservations..................................................................................................................................36ModeofTransportation..........................................................................................................................36Airline..................................................................................................................................................36HospitalVehicle..................................................................................................................................37Meals...................................................................................................................................................37RiskManagement.......................................................................................................................................39Introduction............................................................................................................................................39HowtoSubmitaVarianceReport(QDC)................................................................................................39HowtoInvestigateaVarianceReport(QDC)..........................................................................................39

PRMCMANAGEMENTRESOURCEGUIDEPage4of40Tier1:ImmediateLeaderCompetencies EnsuringYourEmployeesReceiveTheirPaychecks EnsuringYourEmployeesHaveTheSupplies/EquipmentToDoTheirJobs HowToHireAnEmployee 30‐day/90‐day/AnnualEvaluations BuildingRapportWithEmployees:101(Rounding) Being a manager is a difficult, relationship-fueled position. A manager’s role is ultimately to support and lead their people to be the best they can be. It’s not about the authority, the control, or the power. If you’re in it for the glory or the title, it won’t work out. Beingamanagerisaboutbringingoutthebestinpeople.That’sthebottomline.It’saselfless,people‐first,heart‐drivenrole,andit’swortheverysecondofthecomplexityifyou’reinitfortherightreasons.

PRMCMANAGEMENTRESOURCEGUIDEPage5of40 PRMC EMPLOYEE StartClock-In/Clock-Out (Time Clock)PTO Request/Time Rec Sheets given to ManagerCPSI/Evident DatabaseWeekly Wage Repor t Sent to All ManagersReview Wage Reports, PTO Slips, & Time Rec SheetsDoes the information match actual hours woked?Take to Payroll Manager for CompletionCollect Necessary Information from EmployeeNoYesPayroll Process:In order to ensure employees are properly paid for their working time, and to comply with applicable regulations, it is essential that the Medical Center’s time/attendance records be accurate for each employee. Working while not clocked in or otherwise working “off the clock” is prohibited. It must be understood that the ultimate responsibility for time/attendance recording lies with each individual employee.Resource Contact:Payroll Manager: Lynn Southard (ext. 1200)End**Reminder:InitialandDateanychangesmadetoemployee’spayrollsheet

PRMCMANAGEMENTRESOURCEGUIDEPage6of40Ensuringyouremployeesreceivetheirpaychecks Ouremployeesgetpaideverytwoweeks.EachMonday,youwillhavetimesheetsinyourboxforthepriorweek’spayroll.ThisneedstobereviewedandreturnedtothePayrollManager(LynnSouthard)intheAdministrationoffice.SheneedsitreturnednolaterthanTuesdaybynoon.Incaseofaholiday,thePayrollManagerand/ortheVPofHumanResourcesmaysendoutanemailrequestingthatyoureturnthetimesheetsearlier.Thisisrare,butpleasemakesuretoreturnthemasrequestedforpayrolltobeprocessedtimely. Inthepayrollfolder,youwillwanttogothrougheachemployee’stimeforthepriorweek,lookforthemissedclockin/outsifyouhaveatimereconciliationforanemployeepleasemakesuretowriteitinonthetimesheetaswellasturninthetimereconciliation.WhatthisdoesisallowsthePayrollManagertocontinueprocessingpayrollwithouthavingtogobacktothefolderandtryandfindthetimerec.Also,makesurethatyouhavePTOslipsforanytimeoffthattheytookinthefolder.EmployeesshouldbeenteringtheirPTOintothetimeclockaswellasturninginaPTOslipforapproval.BytheemployeemakingsuretheirPTOisentered,helpstoavoidmissedPTOslipsandtheemployeenotbeingpaidappropriately.Onthetimesheetnexttotheemployee,itwillshowyoutheirFull‐timeEquivalent(FTE).InTable1,youwillfindtheFTEConversionScaleforreferenceastohowmanyhourstheemployeeshouldhaveeachperiod.ItisvitalthattheemployeecontinuestoupholdtheirFTErequirementsasthiswillaffectthelevelofbenefitstheyqualifyfor.FTEConversionFTE HoursWorkedperWeek(Sun‐Sat)1.0 =40hrs0.8 =32hrs0.6 =24hrs0.4 =16hrs0.2 =8hrsTable1:FTEScale Onceyouhavegonethrougheachemployee’stimeforthepriorweek,youwillwanttosignthebottomtoacknowledgethatitiscorrectandaccurate.MakenoteswhereneededandreturnbynoononTuesday. Asmanagers,itisourjobtohelppayrollrunsmoothlybyturninginallTimeReconciliations,allPTOslips,approvingovertime,andnotinganychangesonthetimesheets.QuestionscanbedirectedtothePayrollManager(LynnSouthard)atextension1200.SheislocatedintheAdministrationofficeandishereMondaythroughFriday.Frequenterrorsonthemissedclockin/outtimesmaywarrantadditionalinstructionortraining.Theseerrorsincreasetheworkloadforothersaswellasthechanceforerrorinpay.

PRMCMANAGEMENTRESOURCEGUIDEPage7of40DocumentExamplesTimeClockReconciliationForm(Example)Figure1:TimeClockReconciliation

PRMCMANAGEMENTRESOURCEGUIDEPage8of40PTO/AbsenceRequest(Example)PaidTimeOffRequestPolicyFigure2:PTO/AbsenceRequest

It is important to remind staff that any PTO time should be entered on the time clock.

The PTO Request Form is merely a paper trail to obtain approval in advance and most importantly to authenticate the time and attendance report.

PRMCMANAGEMENTRESOURCEGUIDEPage9of40TimeSheet(Example1)Figure3:ExampleTimeSheet1

PRMCMANAGEMENTRESOURCEGUIDEPage10of40TimeSheet(Example2)Figure4:ExampleTimeSheet2CodeKey:A:PTOPriorYearP:PTOCurrentYearF:BereavementH:HolidayPayJ:JuryDutyM:MeetingOffSiteOnlyNote:Wenolongerutilizeacodefor‘LunchNotTaken’.Insteademployeescangointotheirtimefortheday,lookfortheAutoMeal:totherightofthescreen.If‘AutoMeal’shows.50select‘OFF’toaddlunchbackin.

PRMCMANAGEMENTRESOURCEGUIDEPage11of40TimeSheet(Example3)Figure5:ExampleTimeSheet3

PRMCMANAGEMENTRESOURCEGUIDEPage12of40MATERIALS MANAGEMENTCapital or Supply Need?Non-Stock or In-Stock Item?SupplyCapitalComplete Capital Equipment Request TemplateOrder through CPSIComplete PO Template In-StockNon-StockObtain budget approval through Sr. Acct.Do I have Money to Pay for ThisNoTake to VPNew or Existing ProductTake to Product Standardization CommiteeNewComplete Order RequestExistingOrder Delivered to DepartmentEndStartTake to MaterialsYesPurchasing Supplies/PO Process:It is the policy of Pratt Regional Medical Center to have a procedure for the ordering and subsequent invoice approval for needed supplies and equipment. These procedures should provide for the necessary documentation, accountability, and audit trail.Resource Contacts:Senior Accountant: Natasha Zielke (Ext. 1252)Manager of Materials Management: Linda Mertens (Ext. 1417) 

PRMCMANAGEMENTRESOURCEGUIDEPage13of40Ensuringyouremployeeshavethesupplies/equipmenttodotheirjobs Asleaders,weneedtomakesurethatemployeeshaveallofthetoolstobesuccessful.Wedonothavetherighttomeasureperformanceunlesswearecommittedtogivingouremployeesthetoolstodotheirjob.Leadershipresideswithyourpeople.Askthem,andthey’lltellyouwhattheyneedtobeabletoprovideforandexceedcustomerexpectations. ItisthepolicyofPrattRegionalMedicalCenterthatallexpendituresshallbedocumentedandapprovedviatheappropriateprocess.GoverningauthorityofficersandemployedmanagerswillbeauthorizedtoincurexpensesuptothelimitsdescribedinthePurchasingAuthorizationTable(Table2).PurchasingAuthorizationTableTitle AmountLevel1(Manager) $300Level2(Director) $500Level3(VP) ≤$2500Level4(ExecutiveStaff) ≥$2500Table2:PurchasingAuthorizationTableCapitalequipmentrequest Latespringofeachyear,aCapital/MinorEquipmentspreadsheetwillbeemailedouttoalldepartmentsupervisors.DepartmentsupervisorshaveapproximatelytwoweekstocompletethisspreadsheetandsubmitittotheirdesignatedVP.Keepinmindtherequestswillbeforcapitalandminorequipmentthatthedepartmentwillneedwithinthenextthreeyears.Therequestitemswillbe: Whatitem? Howmany? Cost?(Ifyoudon’tknowthepriceofanitemorwheretopurchaseityoucanworkwithMaterialsManagementtoacquiretheinformationneeded.) ReplacementorNew?AnyadditionalquestionsyoucanrefertotheSeniorAccountant(NatashaZielkeext.1152)forhelp. Thelistsfromeachdepartmentwillbesummarizedononespreadsheetandsortedbydepartment.TherequestsarereviewedbyExecutiveStaff,andthenduringthebudgetprocess,theywilldecidewiththeboardhowmanydollarstheywillallocatetocapitalexpenditures.Thelistwillthenbeprioritized;itiscrucialthatifthereisahighpriorityitemthatyoucommunicatethiswithyourVPbeforetheExecutivestaffreview. Oncefinalized,thelistwillbesharedwiththedepartmentsupervisorssothattheyknowwhatitemswereapproved.Althoughtheymaketheapprovedcapitallist,thepurchaseswillstillneedtogotoExecutivestaffforapprovalbeforebeingpurchasedduringtheyear.Thisisduetoemergencypurchasesthatarelikelytocomeinotherdepartmentsthatwillaffectthebudget.

PRMCMANAGEMENTRESOURCEGUIDEPage14of40PurchasingSuppliesToordersupplies,youwillfirstneedtodetermineiftheitemisavailableasanIn‐Stockitemorneedstobespecialordered(Non‐Stock)item.Ifyouneedhelpidentifyingthis,youmaydirectquestionstothePurchasingManager(LindaMertens)atextension1417.OrderingIn‐StockItems:  ItemsyouneedthatarestoredinthehospitalshouldberequisitionedusingtheElectronicrequisitiononCPSI/EvidentorbymanualrequisitionwithintheMaterialsDepartment.ElectronicRequisition:1. EnterCPSI/Evident2. Selectthedepartmentyouchoosetoplacetheorderfora. HospitalBaseMenu→ChangeDepartment(ifnecessary)3. Select“Communications”(right‐handcolumn)→Requisions→Department#(ex.ICUis013),pressenter4. Itmaybeeasiesttosortbyalphabeticaldescription.Selecttheitemyouarewantingtoorderandtypeinquantity.(Paycloseattentiontotheunitinwhichyouneedtoensureproperordering)5. Whencomplete,clickSendontheupperleftcorner6. Printrequisitionforyourdepartment,ifnecessaryManualRequisition:1. PhysicallygototheMaterialsDepartment2. Findwhichitemyouarelookingforlocatedwithinthelocationbookfoundasyouwalkintothedepartment3. Ensureyouwritedowntheyellowsticker#fortheitem,quantity,department#,ontherequisitionformattachedtotheclipboardOrderingNon‐StockItems:ItemsthatrequireaparticularorderbecausetheyareaNon‐StockitemrequireaMasterPOTemplateavailableontheIntranetunderformsandAccountsPayable MasterPOTemplateRequirements:1. VendorName2. PhoneNumber3. UniqueAccountNumber(ifapplicable)4. OrderDate5. DepartmentNumber6. OrderedBy7. Quantity8. UnitofMeasure(each,box,case)9. ItemNumber(reorder#/ref#)10. GLnumberchargingitto(Natashacanhelpyouwiththisnumber)11. Description12. Price13. SignaturesrequiredbaseduponPurchasingAuthorizationTable

PRMCMANAGEMENTRESOURCEGUIDEPage15of40OncethePOTemplatehasbeencompletedandreceivedbudgetapproval,itcanbedeliveredtoMaterialsManagementforordering.Samplesofthefollowingareincludedforyourreference: MasterPOTemplate(Figure6) CapitalEquipmentRequest(Figure7)Figure6:ExampleMasterPOTemplate

PRMCMANAGEMENTRESOURCEGUIDEPage16of40Figure7:CapitalEquipmentRequest

PRMCMANAGEMENTRESOURCEGUIDEPage18of40HowtoHireanEmployee Selectinganemployeeisavitalpartofyourrole.Toensuretheemployeeisaproperfitandnotadailyheadache–takestime.BudgetaryRequirements  Onthemonthlybudgetthatyougetfromaccounting,youcanreviewyoursalarylineandmakesureyouarenotspendingmorethanyouhavebudgetedifyouarespendingmorethanyouwillneedtospeakwithyourdirectsupervisorandevaluateiftheexpenseisovertimethatwillbeeliminatedbythenewhire.Theremaybeaneedtoadjustthebudget.HelpfulHint:ifyoudidnotspendyoursalarybudgetlastyearitmighthavebeenreducedautomatically.  SeniorAccountant(Natasha)ext.1252areahelpfulresourceforbudgetquestions.PostingaJobDescription  ReviewthejobdescriptioninPolicyTechforthepositionyouarehiringfor.Doesitcommunicateclearexpectationsforthepositionyouarehiringfor?  PositionManager:ApositioncanbegeneratedthroughthepositionmanagerbytheHRAdministrativeAssistant(VickieMoser).YoumayreachheratExt.1152.o  Keyelementsthatyouwillneedtocommunicateinajobrequisitionare:  JobTitle  FTE(FullTimeEquivalent)  FullTimeStatus=64‐80hr/ppd  PartTimeStatus=16‐64hr/ppd  PRNStatus=<16hr/ppd  Whatshiftthispositionwillwork  Numberofspecifiedpositionopen  JobSummary  BenefitLevel  Doesadditionaladvertisingneedtooccur?  Note:Somehardtohirepositionsshouldbeadvertisedearly.HumanResourcesAssistant(VickieMoser‐ext1152)andManagerofCommunity‐Relations(AndieDean‐ext1444)canassistyouwiththisifgivenpropernoticeViewingApplicants–PositionManagerDashboardThe‘Applicants’tabwillshowseveralcategories,including:1.  Active–candidatesthathavefilledoutanapplicationa.  Internalb.  Externalc.  Notviewedd.  Viewed2.  Filed–candidatesthatfilledoutanapplicationanddidnotgethiredforthatjobposting

PRMCMANAGEMENTRESOURCEGUIDEPage19of40Requisitions/Jobs Selectingthepositiontitlethatyouarehiringforwillopenoptionstoviewcandidates.FYI:Thisisalsoanexcellenttimetoreviewthatallthepositioninformationiscorrectlyenteredasthisiswhattheapplicantwillbeexpectedwhenapplyingforthejob.

PRMCMANAGEMENTRESOURCEGUIDEPage20of40PeopleApplication1. Selecttheapplicant'sname2. Thedocumentimagewiththe‘BlueA’willlinktotheapplication.Note:Therearethingsthatthisapplicationcantellyouthatyouarenotallowedtoaskacandidate.SpecialThingstoConsider:1. Driver’sLicensea. Ifnot,theremaybeacautionaryreason(e.g.,DUI,prison,illegalresident)2. Educationlevel–Educationshouldmatchthejobrequirementsa. Applicantsthatareoverqualifiedforthepositiontheyareapplyingformayhaveacautionaryreasontobeapplying.3. Felonya. Thehealthcareindustryisahigh‐riskindustry,andemployeesthatcannotbetrustedaddtothisrisk.Althoughweallarehumanandcanmakepoordecisionsthatwillfollowusinlife,wemustchoosewhetheritisariskthatwearewillingtotake.Insomecasesafelonyconvictionwilldisqualifyapplicantforconsideration.4. Additionalapplicationsa. Ifthecandidatehasappliedfornumerousjobs,thinkaboutitcarefullybeforetheinterview.Thismayshowalevelofdesperationthatcanbeproblematicwithhonestinterviewingorpersonallifeissuesthatmaycauseprofessionalworkproblems.

PRMCMANAGEMENTRESOURCEGUIDEPage21of40Resume1. Thedocumentimagewiththe‘GreyR’willlinktotheapplicant'sresume.a. Resumescanbeaconfusingpieceofthehiringprocess–theycanbehelpfuloraddpositivebiasintoanalreadycomplexdecisionb. Threeusefulrecommendationswhenreviewingaresumei. Howlonghastheapplicantstayedinpreviousjobs?(e.g.,jobhopper)ii. Howsimilarwasthejobtheyappliedforcomparedtotheirpastjobs?iii. SkillsthattheyhavedevelopedfrompastjobsBehavioralScreening–(CompletedbyApplicant)1. Thescreeningstatusdotwillbegreenoncecompleted.a. Iftheassessmentisincomplete,donotinterviewthemyetb. Thepurposeoftheassessmentisingeneratingquestionsfortheinterviewingprocess.Thequestionswillhelptotargetsomeofthecautionaryareas.Anexampleofthescreeningislocatedonthenextpage.Reminder:Pleaseaddtothenotessectionifyouinterviewedtheapplicantthiswillhelpanyfutureinterviewerswiththeinterviewingprocess.Alsonotethatsomecandidatesmaybelistedas‘noteligibleforhire’InterpretingtheBehavioralAssessmentResponseAccuracy TimeElapsed‐OverlyfastorOverlySlowmaybeacautionaryconsideration.Theaverageapplicanttakesabout20‐30minutestocompletethebehavioralassessment. ConfidenceinResultsscale InflatedResponsescale OverallScore

PRMCMANAGEMENTRESOURCEGUIDEPage22of40JobFit JobPerformanceIndex RetentionIndex–thiscanbeartificiallylowinsomecandidates,sotherecommendationistonotautomaticallyruleoutthecandidateforlowscoresinthisarea. ServiceExcellence–thiscanbeapredictiveindicatorthattheydemonstrateafriendlycustomerservicemannerism.UtilizationoftheBehavioralAssessment Thesurveycanandishighlyrecommendedtobeusedasatoolintheinterviewingprocess.Byfollowingthisguide,youwillbegintodevelopimprovedinterviewingskillsthatareconsistentlyappliedduringallinterviews. Anynotesthataretakenonthesurveyassessmentbecomepartoftheemployee'sfileandshouldbeturnedintoHumanResources. 

PRMCMANAGEMENTRESOURCEGUIDEPage23of40SkillsSurvey–(CompletedbyApplicant’sReferences)1. Theapplicantmustsendatleastfourreferencesfortheskillssurveytobedistributed.2. Theyaredistributedtotheapplicant’sreferencesbyemail–sothisissomethingtobeawareofthatcoulddelaythehiringprocess.3. Oncetheyarecomplete,theHumanResourcesAssistant(VickieMoser)willsendthemtoyoubyemail.4. Ifyoudonotgettheskillssurveyback,youusuallycannothiretheperson.Onlyhumanresourcescandetermineifparticularcircumstanceswouldallowtheapplicanttobehiredwithoutacompletedskillsurvey.InterpretingtheSkillsSurvey1. Thesurveyutilizesarankingscalefrom1‐7–withsevenbeingthebest.Somethingtokeepinmindisthattheapplicantchosetheirreferences,andtherefore,onewouldassumethescorestoberelativelyhigh.Anyratingslessthanafiveshouldbeacautionaryconsideration.PeerInterview1. WorkwithHumanResourcestofindthreeemployeeswhohaveundergonepeerinterviewtraining.2. Scheduleatimewiththesethreeindividualsandtheapplicantsyouwishtobeinterviewed–youmayschedulemultiplecandidatesforpeerinterviewbacktoback.3. PrintoutthreecopiesoftheunitspecificPeerInterviewFormforeachpeerinterviewer.Ifyouneedassistancelocatingyourform,yoursupervisororHumanResourcesmaybeabletoassist.4. Printoutaresumeifyouhaveoneforeachpeerinterviewer5. Meetyourcandidateandescortthemtothepeerinterviewroom.Thishelpsthemtobelessnervous6. PerformyourAIDETwiththecandidateintroducingthemtothepeerinterviewgroup–besuretomanageupthepeerinterviewers.7. Afterthepeerinterviewiscomplete,escortthecandidateoutandexplainthatyouwillreceivethescoresfromthepeergroupandbeintouchwiththeminthefuture.FYI:BesuretowatchforduplicateIPaddressesininstancestheapplicantisattemptingtomanipulatethesystem

PRMCMANAGEMENTRESOURCEGUIDEPage24of408.  Returntothepeerinterviewroomandreceiveanyfeedbackfromthegroupaswellasthescores.KeepthescoressheetsastheywillbeturnedintoHumanResources.HiringtheEmployee‐Sonowyouhaveidentifiedthetopapplicantforthejob,andyouwouldliketomakeanoffer.1.  WorkwiththePayrollManager(LynnSouthard)andVPofHumanResources(KenBrown)togetapayratethatwillbeofferedtotheapplicant.a.  ItisvitalthatyouhavecertaininformationforHumanResources(e.g.,yearsofexperience,samejobrole,education,etc…)2.  UsingtheHumanResources“OfferofEmployment”fillinthepaygrade,rate,demographicinformation,andexpectedstartdate.3.  Callthecandidateandmaketheoffer.4.  Iftheydon’taccepttheoffer,attempttofindoutwhytheremayhavebeenamisunderstandingthatcanberesolved,ifitisaboutsalary,itisbesttotelltheapplicantthatyouwillconsultwithHumanResourcesonthepayandgetbackwiththem.**StepsforanInternalTransfer**1.  Thepositionwillbepostedbythehiringmanager2.  Theinternalcandidateappliesforthepositionjustasiftheywereanexternalcandidatewiththeadditionalstepofnotifyingtheirsupervisor3.  Thehiringsupervisorshouldseekoutthecurrentsupervisortodiscussjobperformance.(Althoughtheemployeemightbeseenasmarginallyperforminginonearea,givenadifferentenvironmenttheymightdoverywell–thisissomethingtotakeintoconsiderationwhenmakingyourhiringdetermination)4.  Thehiringmanagershouldnotifyandcoordinatewiththecurrentsupervisorforinterviewschedulingandjoboffers5.  Uponinternalcandidateacceptingthejoboffer,bothmanagersshouldcoordinatetheworkschedule/transfertothenewdepartment.Thisprocessshouldnotexceed30‐dayswithoutexecutivestaffapproval.(Remember,iftheyleavetheorganization,theyonlyhavetogivetwoweeksnotice)

PRMCMANAGEMENTRESOURCEGUIDEPage25of40StartExistingEmployee orNew Hire?New HireExisting Employee30-DayMeeting90-DayMeetingCertificationofOrientationAssessmentofPerformanceContinue orDiscontinueEm ploym ent?Termination ofEm ploymentDocumented inTaleoDocument inTaleoEndVerify that allemployees are listedin your ‘ActiveEmployees’ within theTaleo SystemYes or No? No Contact HRYesReceived Emailthat EmployeeEvaluation isDueNotifyEmployee toCompleteEvaluationFormsComplete EvaluationDocumentation inTaleoScheduleEvaluationMeeting withthe EmployeeGo over TaleoDocumentationwith EmployeePrint off Taleopaperwork  forEmployee toSign  and T urn into HREndReview allEmployeeRequirementsare completed30-Day/90-Day/Annual Evaluation:A performance evaluation is an opportunity for amanager and an employee to meet and discussorganizational priorities and to set performance goals forthe employee. The evaluation should focus on keybehaviors that management has assessed as important tothe organization. All performance evaluations shouldassist employees to meet their performance goals.Appraisal may be done on a formal or informal basis, butideally it will be an ongoing process. Salary review maybe conducted separately from the performance appraisal.Keeping lines of communication open is essential to thesuccess of the process.Resource ContactsVP and Chief Human Resources Officer: Ken Brown(ext. 1170)DiscontinueContinueReminder:High/Solid/Lowconversationsshouldbearoutinepartoftheemployee’sannualevaluation.

PRMCMANAGEMENTRESOURCEGUIDEPage26of4030‐day/90‐day/AnnualEvaluationsTaleoDashboardTaleoisPRMC’semployeeperformanceevaluationsystem.YoucanaccessTaleothroughthefollowinglink:TaleoLinkContactHRforloginID CompanyCode:PRMCAfterloggingin,youwillseeyourTaleodashboard.Thefirstthingyouwillwanttocheckisthatyour“MyActiveEmployees”listisaccurate.YoucancontactHRifadditionsordeletionsneedtobemade.Onceemployeesareinyour“MyActiveEmployee”list,Taleowillgeneratee‐mailstoremindyouofwhenevaluationsaredue.Yourdashboardwillshowanyevaluations“AwaitingMyApproval”andwillshow“PerformanceReviews”thatareupcomingorpastdue.Youcanclickintoeachemployees’profileandviewwhentheirnextevaluationduedate,FTEdesignated,whatgradeandsteptheyareonthepayscale.Youcanalsolistoutanyapplicablecertificationsyoumaywanttokeeptrackof.Taleocanalsobeutilizedtodocumentcommentsandsavedocuments.Thiscanbehelpfulforanythingyoumaywanttorememberfortheirannualevaluation(ex.extraprojectstheyhaveworkedon,additionalcertificatesorlicensestheyreceived,anywarnings(Ialsoscaninanduploadthefile)and/orbehavioralissues)NewHireEvaluationsYouwillberequiredtocompletea30‐dayand90‐dayevaluationofeachnewemployeethatyoumanage.Youwillreceivee‐mailremindersfromTaleo.30‐dayMeetingThemainpointistotouchbasewiththeemployee  Howdowecomparewithwhatwesaidinyourinterviewingprocess?  What’sworkingwell?  Haveanyindividualshavebeenhelpfultoyou?  Basedonyourpriorwork,whatideasforimprovementdoyouhave?  Isthereanyreasonthatyoufeelthisisnottherightplaceforyou?90‐dayMeeting1.  CertificationofOrientation  Youwillneedtoknowdatesonthereviewandcompletionofthefollowingactivities:JobDescription☐ NewEmployeeOrientation☐InfectionControl☐ EnvironmentalSafety☐EquipmentSafety☐ EmergencyCodes☐FacilityTour☐ TimeClockUse☐Confidentiality☐ DepartmentSpecificOrientations☐

PRMCMANAGEMENTRESOURCEGUIDEPage27of402. AssessmentofPerformance3. RecommendationtoContinue/DiscontinueEmploymentAnnualEvaluationsYouarerequiredtocompleteeachemployee’sannualevaluation Eachyearlyevaluationisdueontheemployee’shiredateanniversary.(Note:Thismaychangeinsituationswheretheemployeehasreceivedapromotionorjobtitlechange.) Theannualevaluationistiedtothecorrelatingmeritincreaseinpay. YouwillgetyourfirstTaleoe‐mailnotificationapproximately30daysbeforetheduedateforyouremployee’sannualevaluation.BeforetheEvaluation‐EmployeeRequirementsBeforetheEvaluationoccurs,youmustensureyouremployeehascompletedallofthefollowing: Annualevaluationformscompletedbytheemployee–thesearelocatedonthePRMCIntraneto Annualjoboverview/employeeperspectivereviewo SMARTgoalworksheeto Compliancepledgeo GoingtheExtraSmileEmployeeRecordofActivitiesEvaluationForm AllassignedHealthStreamcomputer‐basedtrainingmodulesarecomplete(StaffEducatorcanshowyouhowtoviewthis) TBskintestiscurrent(cancontactEmployeeHealth,ifunsure) Respiratorfittestcompleted(ifapplicable) CPRcertificationiscurrent(ifapplicable)BeforetheEvaluation–SupervisorRequirementsAfterreceivingyouremployee’sannualevaluationpapers,youwillneedtodothefollowinginTaleo1. DesignateaselectionontheStandardsofPerformanceandJobCompetencies(e.g.,fullysuccessful,superior,orunsuccessful).Thesedesignationscanbeusedtopopulatethemanagercommentssectionwithpre‐definedsentences.TheperformancedesignationyouchoosewillcorrelatewithaMeritIncreaseRecommendation.Theemployee’smeritincreaseyouselectshouldmatchtherecommendation.Attendance☐ Appearance☐Dependable☐ StandardsofPerformance☐Policy/Procedures☐ JobKnowledge☐Safety☐ UseofTime/Productivity☐QualityofWork☐ SuitabilityforPosition☐Conduct☐

PRMCMANAGEMENTRESOURCEGUIDEPage28of40HelpfulHint:Tolocatethepre‐definedcommentsselecttheicontoobtainthelistofoptions.Selecteachboxthatcorrelateswiththatemployee’sperformance.Onceselected,youarealwayswelcometoeditoraddasappropriate.2. FillinyourcommentaryontheEmployeeStrengthsandAreasforImprovement.Itcanbehelpfultoreviewtheemployee’sperspectivereviewsheettoseeifyouareonthesamepage.3. Ifapplicable,fillinanydisciplinaryactiontaken4. Selectanyrelevant“GoingtheExtraSmileAward”activitiesthattheemployeefilledontheirevaluationpapers.TimefortheEvaluation1. Schedulea30‐minuteevaluationmeetingwiththeemployee2. Gooverthedocumentationyoucompletedintheemployeeevaluationsystem(Taleo)withtheemployeeandmakeupdatesifneeded3. Selectsubmitandrequestapproval4. Printoffacopyoftheevaluationandhavetheemployeesignthebottom5. ScanyoursignedevaluationandemployeepacketintoTaleo6. TurnintheprintedversiontoHumanResources7. Meritincreasesaremadeactivewiththenextfullpayrollperiod.High/Middle/LowConversations It’salltoooftenthatwedevotethemajorityofourenergyandattentiontowardsthepeoplethatdeserveittheleast–thelowperformers.Unintentionally,webegintoneglectthemaindriversofperformance,ourhighandmiddleperformers.In2018,PRMCbeganutilizingthetechniquehigh‐middle‐lowtocoachanddevelopstaff.Theexpectationisthatallsupervisingleaderswillperformhigh‐middle‐lowconversationswiththeiremployeesduringtheirannualevaluationperiod.Thistechnique,whenusedconsistently,helpstomoveorganizationalperformanceandfosterahealthyworkforceculture.Theessentialtacticsaretore‐recruithighperformers,coachanddevelopmiddleperformers,andcreateperformancepressureforlowperformerstomoveuporoutoftheorganization.Ifnot,progressslows,andPRMCwillfailtoreachitsfullpotential.High‐Middle‐LowResourceGuide*Reminder:Anythingrelatedtoemployees’documentationmustbesignedanddated

PRMCMANAGEMENTRESOURCEGUIDEPage29of40BuildingRapportwithEmployees:101Buildingrapportwithemployeesinvolvesaleadertakingtimeeachdaytotouchbasewithemployees,makeapersonalconnection,findoutwhatisgoingwell,anddeterminewhatimprovementscanbemade.Quitesimply,itisawaytoefficientlygathertheinformationyouneedtodoyourjobasaleader,anddoitwell.AtPrattRegionalMedicalCenter,wewillrefertothisprocessas‘LeaderRounding’onEmployees.WhyroundonEmployees?Employeeswantfivecriticalthingsfromtheirleader:1. Aleaderwhocaresaboutthemasanindividualandvaluesthemasanemployee2. Systemsthatworkandthetoolsandequipmenttodotheirjob3. Opportunitiesforprofessionaldevelopment4. Recognitionandrewardforajobwelldone5. Apositiveworkenvironment.EmployeesdonotwanttoworkwithlowperformersByregularlyroundingonouremployees,wecanproactivelyaddressissuesthatarise,aswellastoreinforcepositivebehavior.WhenLeaderRoundingonEmployeesisimplementedeffectively,wecanexpecttoseeincreasedemployeeengagementanddecreasedturnoverinourorganizations.HowtoroundonEmployees?Who Roundingshouldbeconductedbytheleaderwithhire/terminatingpower—theindividualthattheemployeeseesas“myboss.” RoundingisnotadelegatedtaskWhen Eachleaderroundswith100%oftheirdirectreports1:1ataprescribedfrequency:o Ifyouhavelessthan40employees,youwillroundwitheachemployeemonthlyo Ifyouhave41‐80employees,youwillroundwitheachemployeeeveryothermontho Ifyouhavemorethan80employees,youwillroundwitheachemployeequarterlyorevery90daysKeywordstoUseWhenRoundingonEmployees “Whatisworkingwellforyoutoday? “IsthereacareproviderIcanrecognize?Why?” “IsthereaphysicianIcanrecognize?Why?” “Doyouhavethetools,equipment,andinformationneededtodoyourjob/takecareofpatientstoday?” “Arethereanysystemsyouwanttoimprove?Doyouhaveanyideastofixthem?” “Arethereanyqualityorsafetyissuestodiscuss? Ideas?” ToughQuestions:Discussanytoughquestionsyouneedtoaddressorhaveheardwhilerounding. “Whathaveyoudonethispastweek/monthtoimpactpatientexperience?”(Ifpriorityfocusisonpatientexperience/CAHPS.) Aligntoemployeeengagementsurvey:Duringopeningorclosingofrounds,youcanaligntoemployeeengagementsurveyopportunities(I.e.,iftheleader’sresultson“includeyouindecisionsregardingtheunit”arelow,thentheleadermightsay,“Sara,Iwouldliketoroundonyou.Thisisaperfecttimeformetohearyourthoughts,soyoufeelincludedintheoperationsofourunit”).

PRMCMANAGEMENTRESOURCEGUIDEPage30of40Tools RoundingLog(thiswillbeprovidedtoyoubyPRMC’sStuderChampions)o Questionstoincludeonyourroundinglogshouldtriggerresponsesthatwillharvesttheinformationoftheemployee: Relationship–WhatdidIlearnaboutthisperson? Whatwasworkingwellforthiscareprovider? WhatcareprovidercanIrecognize?Arethereotherdepartments/areasIcanrecognize?PhysiciansIcanrecognize? Didthispersonhaveallthetoolsandequipmenttheyneededtodotheirjobtoday? AretherethingsthatIlearnedaboutsystemsthatare,orarenot,workingwellinmyareaorother areas? How would Irecommendtheybefixed? HaveIvalidatedbehaviorsthathavebeenintroduced(forexample,AIDET®)? StoplightReporto TheStoplightReportisavaluabletooltocommunicatefollow‐upactionsthatoriginateduringrounding.Thereportdemonstratesthattheleaderheardemployeefeedbackandsoughtactionbaseduponthatfeedback.TheStoplightReportisorganizedintothreesections: Thegreensectionofthereporthighlightsmanage‐upsandwinsandalsoideas/areasforimprovementthatwereimplemented Theyellowsectionrepresentsthoseopportunitiesforimprovementthatwereidentified,butnotabletobeaddressedrightawayandwhy Theredsectionofthereportcommunicatestheideas/opportunitiesthatwereharvestedandnotacteduponandthereasonwhytheywereunabletobeimplementedRelatedResources:• LeaderRoundingonEmployeesToolkitcanbeaccessedthroughthefollowinglink:LEADER ROUNDING WITH EMPLOYEES TOOLKIT.pdf 