Handling “No-Shows”

Claims data clearly demonstrates that not having a system in place to track and follow-up with patients who miss appointments significantly increases the likelihood of claims alleging failure to diagnose, delay in diagnosis, and missed diagnosis. Medical offices should have a written policy in place to address the handling of “no-show” patients that includes:

• Office staff must notify the physician when a patient cancels or does not show-up for an appointment.
• The physician will determine the clinical significance and urgency of contacting the patient to reschedule the appointment.
• Appropriate follow-up for those patients needing to reschedule will include:

–     At least two telephone calls to attempt to reschedule.

–     If unable to reach patient by phone, a certified letter is sent to their home explaining the importance of rescheduling the appointment.

• No-shows and cancellations are documented in the medical record.
• Efforts to contact patients are documented in the medical record.
• Copies of letters and signed certified mail receipts are placed in the medical record.

For more information, speak with a Risk Management Consultant.

 

Tungate Professional Insurance Services, Greater Lansing, is proud to represent The Doctors Company / American Physicians. This article is used with permission from The Doctors Company / American Physicians.

Keeping Personal Problems Out of the Work Place

Mary has come into work late at least once a week for the past two months.  She said that her husband has left her and that she has a difficult time getting the kids to daycare by herself.  When you talk to her, she starts to cry and tells you all about her personal problems.

Mike has been very touchy.  He is quick to anger and expresses frustration with his co-workers.  When you talk to him, he tells you of his financial problems, how he has to work a part time job and is hoping he does not have to file bankruptcy.  He confides in you that he doesn’t know what to do and looks to you for advice.

We all have personal problems especially in today’s economy, but when the personal problems affect the work place, many managers are torn between the need to address the behavior and/or performance issue and the concerns they may have for the employees.

What do you do?  These are good employees, but their behavior is disruptive and impacting productivity.

1. Acknowledge the problem and show genuine concern.  Give the employee an opportunity to talk.  Base the length of the talk upon your relationship with the employee and the problem. This is simply an opportunity for the employee to vent.
2. Do not let the employee give you information you do not want to know.  If they start telling you things that are much too personal, politely ask them to stop and tell them that you feel this information is inappropriate for you to know.
3. Suggest the employee seek professional help with their problems.  This is where an Employee Assistance Program (EAP) is very helpful.  Most programs are designed to work with employees on resolving a host of problems, such as substance abuse, financial problems, and marital problems.
4. If an EAP is not available, provide resources through the community or through your health care provider.  There are many organizations, profit and non-profit, that are available to employees.
5. Discuss the performance or behavior problem with the employee, handling it as you would any other disciplinary action.  Start with a verbal discussion, explaining the expectations of performance and then advising the employee, with examples, of their failure to comply with these expectations.  This conversation should be as empathetic as possible while still addressing the need for the behavior problem to stop.
6. If the unacceptable behavior continues, step up the discipline.  Continue to allow them to talk, but put more pressure on them to make improvements in their performance.  Make sure they understand that their job may be in jeopardy if they cannot stop the behavior from disrupting the productivity of the company.
7. Do not take on employees’ problems.  Do not lend them money.  Do not find them day care.  Do not call them in the morning to make sure they wake-up.  Do provide them with resources and allow them to solve their own problem.  This is important.   But force them to solve their own problems.
8. Discourage the employee from bringing his or her problem to other employees.  If the employee’s behavior (talking about the problems to co-workers) becomes disruptive, counsel the employee.  If it continues, however, this behavior may need to be addressed as a disciplinary issue.  Again, the goal is to help the employee but to keep the problem separate from work.
9. Continue to work with the employees from both ends.  Make sure the unacceptable behavior discontinues and provide resources that will them help deal with the personal problems.

Be patient.  We all go through some tough times.  If you want a dedicated staff, you need to be dedicated to them.  Provide guidance, encouragement, and support.  This is especially true with employees who have a positive work history with your company.  Understand, however, that it is up to the employees to resolve their personal problems and if the behavior has too great a negative impact on the work place, you as a manager must take the necessary action.

By:  Toni Talbot, SPHR and Andie Creamer, CHRS

Additional Information on Community Health Services

PROTECTING YOUR BUSINESS AGAINST THE LOSS OF A KEY EMPLOYEE

Key people are vital to your business. The loss of one or more of your key employees can cause disastrous problems. Sales may be lost. Credit can become more difficult to obtain. Profits may shrink. Momentum may be lost. And hiring and training a replacement will cost you time and money.

Life insurance on key employees can provide a business with a cushion to absorb the shock of such a loss. It makes up for lost sales and profit, lessens the need for credit and provides cash for hiring and training a replacement.

Most astute business owners insure physical assets from destruction. But when it comes to a business owner’s most valuable assets—key employees—many forget to take the same precautions.

How Does Key Person Insurance Work?

Key person insurance is a plan of life insurance that protects a business when an essential employee dies. The employer pays premiums for an insurance policy on the key employee’s life. The employer is the owner and beneficiary. At the key employee’s death, the employer receives the policy’s tax-free death benefit. *

What Benefits Does Key Person Insurance Provide?

During the life of the key employee, cash values accumulate tax-deferred every year. The cash values also generate an asset on the business’ balance sheet that can be used to create a reserve fund for opportunities and emergencies. It can also form the basis of a deferred compensation or a split-dollar insurance program for the key employee. When the key employee retires, the benefit can be transferred to him or her.

After the key employee’s death, the tax-free proceeds provide funds to hire and train a new key employee, replace lost sales and profits, and provide a death benefit for the employee’s family or stock redemption (both complete and partial).* The life insurance death benefit is income tax free to the business if the business had met the requirements of Internal Revenue Code 101(j) at the time of purchase. These requirements include providing the insured with advance written notice, obtaining the insured’s prior written consent to be insured, and meeting the insured’s income requirements. These funds also help assure customers and creditors of the business’ solid financial position during this transitional time.

A business should protect itself against the loss of its most valuable asset: key employees. Key person insurance is a business’ best means of protecting itself from the loss of these important people. Good management dictates that employers protect themselves from this risk. If you employ anyone whose sudden, unexpected loss would significantly affect your sales, profits, and credit, then you should consider key person insurance.

* In some corporations, the death benefit may be subject to the corporate alternative minimum tax.

This information is a general discussion of the relevant federal tax laws. It is not intended for, nor can any taxpayer for the purpose of avoiding federal tax penalties use it. This information is provided to support the promotion or marketing of ideas that may benefit a taxpayer. Taxpayers should seek the advice of their own tax and legal advisors regarding any tax and legal issues applicable to their specific circumstances.