HME News

JUL 2017

HME News is the monthly business newspaper for home medical equipment providers. This controlled circulation publication reaches 17,100 home medical equipment services providers, including traditional HME dealers & suppliers, hospital- and pharmacy-o

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6 / july 2017 / hme news e ditorial Publisher Rick Rector e ditor Liz Beaulieu managing e ditor Theresa Flaherty contributing editor John Andrews e ditorial d irector Brook Taliaferro e ditorial & a dvertising o ffice 106 Lafayette Street PO Box 998 Yarmouth, ME 04096 207-846-0600 (fax) 207-846-0657 advertising account manager Jo-Ellen Reed advertising coordinator Christina Dubois Production director Lise Dubois re P rints For custom reprints or digital reuse, please contact our reprint partner, The YGS Group, by calling 717-505-9701, ext. 100, or a rt c redits Steve Meyers: cartoon s ubscri P tion i nformation HME News PO Box 47860 Plymouth, MN 55447-0860 800-869-6882 Publishers of specialized business newspapers including HME News and Security Systems News. Producers of the HME News Business Summit and the Home Health Technology Summit. President & ceo J.G. Taliaferro, Jr. vice President Rick Rector A nail, a horse and a lost war Make employees responsible for performance I t's always a pleasure to speak with w eesie w alker, the executive director of NRR ts and before that a long-time clinician with National s eating and Mobility. Here's the thing about w alker: s he may be one of the most unassuming people you know, but she's also one of the smart- est. Being as steeped in the com- plex rehab world as she is, naturally we talked about the urgent need for legislators (or CM s itself, for that matter) to permanent- ly protect accessories for complex power wheelchairs from being influenced by competitive bidding pricing. a s it stands, at press time in early June, CM s will transi- tion to bid related pricing for these acces- sories on July 1, a move that will result in cuts of 25% or more according to estimates and threaten the ability of clinicians to con- tinue providing them. t he word that w alker uses most fre- quently to describe the possibility of this happening: scary. " w hat do you do?" she wondered. " w hen you're the clinician, how do you approach this with the consumer and explain to them that these cuts are pre- venting them from getting these accesso- ries. a nd we hate that word—accessories." w alker hates the word because, when we're talking about complex power wheel- chairs, these accessories aren't really acces- sories, or "things that can be added to something else to make it more useful, ver- satile or attractive." t hey're really necessi- ties: indispensible. w alker says the current situation reminds her of a story her husband likes to tell about a nail and a horse and a lost war. w hen we got off the phone, I literally googled "nail, horse, lost war." It turns out, w alker's refer- ring to a proverb called "For w ant of a Nail," which has many variations, including one that goes like this: For want of a nail a horseshoe was lost, For want of a horseshoe a horse went lame For want of a horse a rider never got through For want of a rider a message never arrived For want of a message an army was never sent For want of an army a battle was lost For want of a battle a war was lost For want of a war a kingdom fell l ong story short: t he lack of a nail… caused a kingdom to fall. In w alker's mind, without accessories, a wheelchair will fail. "If you don't have, say, a head rest, it negates the function of the whole system," she said. l eave it to w alker to put it so simply, yet so impressively. hme l I z beaul I eu O ve R t H e course of the year I speak at several state HM e association meeting, non-healthcare meetings, and have spoken at Medtrade for the past 21 years. w henever the topic is talent manage- ment, I like to ask the following question: "How much time should a manager spend to make sure those who have been hired and trained are doing the job for which they have been hired and trained?" I ask attend- ees to throw out a number and I usually get responses of 10%-50%. a t one meeting an attendee said that is all she does all day long. t he answer, if anyone is wondering is...0%. t hat is correct; zero, zilch, nada. Or, in my best s outhern drawl, "none of it". Now, I will clarify. I am referencing an employee who has been trained and ready to do the job. I am not talking about the manager's coach- ing, directing, and supporting activities. I am talking about an employee who inten- tionally is not working toward completing tasks for which they have been hired and trained. In the human resource world, we call this employee engagement. My goal for my remaining space in this article is to provide the ingredients necessary to effec- tively manage employee performance. I am also going to demonstrate a process that is unemotional and makes the job of managing people easier. a fter all, the monetary value of our human capital is productivity and the level of productivity affects the bottom line. One assumption I am making is that a job description has been provided for each position and the expectations for each employee has been clearly and concise- ly communicated. If there is a N y doubt that an employee fully understands what is expected, then the training process has not been completed. e mployee performance management is establishing an understanding about what is to be accomplished at a department or company level for each employee. It is about aligning the organization's objectives (why we are in business) with the employ- ee's agreed upon measurable goals (the job for which they have been hired). w henever the employee goals are not being met, then a proactive and progressive performance plan must be created. t he first step is outlining the specific goals, task, or activities that are not meet- ing expectations. For example: "On March 21, 24, 29, and a pril 4, you did not scan the delivery/pick-up tickets in the shared file folder". Or, " y ou did not meet your monthly sales quota of $24,000 in Janu- ary or February". Or, for a standard job performance issue, " y ou had an unexcused absence on March 15 and 16, and were 30 minutes late on March 20". t he issue could be related to unacceptable behavior. For example: "On a pril 5 you yelled at your co-workers in your pod and used inappro- priate and vulgar language that was heard by the entire office". t he specific perfor- mance and/or behavior that is not meeting expectations is provided in as much detail as possible. t he second step is to remind the employ- ee of the performance goal and/or behavior expectation. For example: "On page 17 of the employee handbook it states clearly that all employees are to be treated with respect and vulgar, demeaning, or offensive language is not allowed in the office." It is very important to clearly communicate the expectation in perfor- mance or behavior. t he employee should know that you will be holding them account- able for improvement. t his is where good coaching comes in. t he manager should emphasize that he or she is always avail- able to help or answer questions if the goal is not clear. t he manager should make it clear that if a conflict arises that might cre- ate tension between employees, he or she is available to assist in resolving an issue before it escalates. t he last step is crucial for this process to work. t he consequences of the perfor- mance not meeting expectations or the Richard Davis o p p o r t u n i t i e s s e e n e x t pa g e

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