HIT 2700 LCCC Recruitment Plan Case Study

Grading Criteria: Full: Key points addressed. Requirements for content area are met or exceeded. Adequate: Most key points are addressed. Most of the requirements for content are met. Partial: Some key points addressed. Some of the requirements for content are partially met. Minimal: Content lacks key points. No thought was put into this section of assignment. Content area Recruitment methods: 3 different methods chosen, with clear support for each choice. Job posting: elements of a job posting are present and make sense relative to a clinical coding specialist job. Interview questions: 8 questions are present, 2 questions from each category and questions should not violate principles addressed in chapter 5. Memo: Correct format used. Grammar, sentence structure and typos Comments Full Adequate Partial Minimal Did not complete Case Study 173 Check Your Understanding an e given employee generally pr, which ormance n in the Aployees 1. Explain the difference between voluntary and involuntary turnover and give an example of each. 3. How does monitoring turnover affect employee retention? 2. Explain the difference between functional and dysfunctional turnover and give an example of each. 4. Why is it important for an HIM manager to understand the compensation practices of a healthcare organization? 5. Why would an organization decide to set their pay ranges over or under the average market price in a geographic region? r bonus hus is a grams n earn imilar entive goals ntire pper eam 2me Case Study heir pals Objectives • Develop a job posting for an HIM coding position coding positions Collaborate with the HR department to decide the recruitment methods most appropriate for recruiting for HIM t Develop specific HIM coding job-related questions to be asked during the interview process f Instructions Review the scenario provided and the Clinical Coding Job Description in figure 8.2 to develop a job posting and appropriate interview questions. Provide a written report to the HIM director that contains all the deliverables outlined. Scenario A large healthcare organization is expanding HIM centralized coding services based on the recent acquisitions of a rural hospital, long-term acute-care hospital, skilled nursing facility, and a behavioral health facility. All the coding functions for these newly acquired facilities will be centralized within the HIM department. Based on a work volume study it is estimated the HIM department will need four additional full-time equivalent (FTE) clinical coding specialists to perform the additional coding from the acquisition of these new facilities. Laura, the HIM coding manager, is responsible for working with the HR department consultant to develop a recruiting plan for these four open positions. Laura will need to provide a written recruitment plan to the HIM director of the organization. Assumptions • The job description for the clinical coding specialist has recently been updated by Laura and is provided following this case study in figure 8.2. • Interviews for both internal and external candidates will be performed as structured interviews. • Follow the standard HR department recruitment process: All jobs are posted internally for two weeks and qualified candidates will be referred to the coding manager for interviewing. If qualified individuals are not hired internally, the job posting will then be advertised externally using the recruitment methods identified in the recruitment plan. A different advertisement may be necessary for the internal and external job postings. Chapter 8 Recruitment, Selection, and Retention in Health Information Management 174 Figure 8.2. Clinical coding specialist sample position description Figure 8.2. Clinical Coding Specialist Sample Position Description Initial Date: 01/01/2016 Department: Health Information Management Domain III. Utilize techn Domain IV 1. Validat Learni 2. Deter 3. Evalu Review Date: Job Title: Clinical Coding Specialist Health Information Management; no direct reports Reporting Relationship: Reports to HIM Coding Manager, Pay Grade: Non-Exempt, Grade IV Job Purpose: The purpose of this position is to apply the appropriate diagnostic and procedural codes to individual Domain Assess patient health information for data retrieval, analysis, and claims processing. Job Job Responsibilities and Tasks Jol 1. Clinical Classification Coding • Assigns ICD-10-CM/PCS, HCPCS, and CPT codes accurately utilizing the 3M encoder. • Assigns Present-on-Admission (POA) indicators appropriately. • Groups all coded data to MS-DRGS, APR-DRGs, and APCS utilizing the 3M encoder. • Keeps abreast of coding guidelines and reimbursement reporting requirements. • Distinguishes appropriate coding as outlined by facility’s coding guidelines. • Abides by the Standards of Ethical Coding as set forth by AHIMA and adheres to official coding guidelines. • Queries physicians when code assignments are not straightforward or documentation in the record is inadequate, ambiguous, or unclear for coding purposes by utilizing the appropriate facility querying process. • Analyzes health record documents to ensure that the information is timely, complete, and accurate according to facility standards. © AH De De th 2. Abstracting • Performs abstracting from the EHR as appropriate. • Ensures that data adheres to data standards as outlined within the HIM policies and procedures. 3. Electronic Health Record • Utilizes the health record documentation contained in the EHRs as the source of truth for coding. Utilizes dual screens for coding and reviewing EHR documentation efficiently. • Identifies issues with copy and paste in patients’ EHRs and reports them to the HIM coding manager. Job Requirements and Specifications Proficient in the utilization of the following classification systems: ICD-10-CM/PCS, CPT, and HCPCS. • Ability to maneuver within EHR systems. • Proficient in the use of encoders within the coding process, 3M encoder preferred. HIT Job Competencies Domain I. Data Structure, Content, and Information Governance 1. Describe healthcare organizations from the perspective of key stakeholders. Level of Learning: Understanding 2. Identify policies and strategies to achieve data integrity. Level of Learning: Applying 3. Determine compliance of health record content within the health organization. Level of Learning: Evaluating 4. Explain the use of classification systems, clinical vocabularies, and nomenclatures. Level of Learning: Understanding (Continued) Review Questions 175 Figure 8.2. Clinical coding specialist sample position description (Continued) Domain III. Informatics, Analytics, and Data Use Utilize technologies for health information management. Level of Learning: Applying Domain IV. Revenue Cycle Management 1. Validate assignment of diagnostic and procedural codes and groupings in accordance with official guidelines. Level of Learning: Applying 2. Determine diagnosis and procedure codes and groupings according to official guidelines. Level of Learning: Evaluating 3. Evaluate compliance with regulatory requirements and reimbursement methodologies. Level of Learning: Evaluating Domain VI. Organizational Management & Leadership Assess ethical standards of practice. Level of Learning: Evaluating Job Qualifications • Associate degree in health information technology with RHIT credential or bachelor’s degree in HIM with an RHIA credential. • Additional AHIMA coding credential preferred: CCS, CCS-P. At least one year previous coding experience within a healthcare organization is required. Job Context • Ability to work in an office environment and perform repetitive computer tasks related to coding. • Potential to work from home after six months of required in-hospital training. © AHIMA Deliverables Develop a clinical coding specialist recruitment plan in collaboration with the HR consultant. The plan needs to include the following items. 1. Three recruitment methods outlined in this chapter with an explanation as to why each of these methods was chosen. 2. A job posting based on the clinical coding specialist job description in figure 8.2 that advertises for these posi- tions. If necessary, a different one may be done for the internal and external job postings. 3. Two interview questions for each of the four categories of questions: situational, behavioral, job knowledge, and work requirement for a total of eight questions. The questions must be specifically focused toward clinical coding specialist job tasks. 4. Create a clinical coding specialist recruitment plan report in a memo) that includes the previous items. Review Questions 1. Hiring a known and proven employee with an understanding of the organization and improving morale among current employees are: to reli Chapter 8 Recruitment, Selection, and Retention in Health Information Management Chec 172 employee generally 1. Explain 2. Explair 3. How do 4. Why is 5. Why w geogra receive an adjustment to keep their wage in line with the rest of the pay grade. minimum amount of pay within the pay grade. Upon successfully earning her master’s degree, she may be given an along the pay scale. Longevity increases are in the form of cost-of-living adjustments (COLA). COLAs are increase to just above midpoint in the pay grade. Pay-for-performance (chapter 9) increases also move an pay increases tied to a change in the consumer price index (CPI) published by the US Department of Labor, which United States. Each year the minimum and maximum pay rates are adjusted within the pay grades, and employees or acquisition of new skills but are in place to keep wage and salary administration in line with inflation in the programs. Incentive programs are intended to motivate employees through increased productivity, while a bonus is a Each employee receives a base pay rate, but the employee’s amount of pay may increase through incentive or bonus in HIM are most often found in transcription and coding. Individual transcriptionists are paid a base rate and then earn reward given related to the performance of an entire organization or individual (Fottler et al. 1998). Incentive programs a per character or per line incentive amount once they reach a standard character or line count. The procedure is similar pay is then added to their hourly base rate. Bonuses are generally awarded based on the meeting of performance goals in coding, where coders are paid a per chart amount once they reach a standard production amount. The incentive organization or to those individuals deemed to have had the most effect on reaching the goals. This might be an upper management team, an individual, or a combination of both. Team compensation can be tricky to administer as the team of individuals, each having contributed their own part . There are sometimes problems with inequity if some up team members have not done their fair share or are not perceived by the group or team members as having done their so that there are performance outcomes based on common performance standards. Case is made fair share. Regardless of how teams are compensated, successful plans start with clearly defined and agreed upon goals Objectives • Develop • Collabo coding Benefits • Develop Instructions Review the sc appropriate in The final component of a compensation plan is employee benefits. Offering benefits to employees is a significant investment for any organization. Research shows that the cost of benefits can be anywhere from 20 to 40 percent of wages and salaries. That means if an HIM supervisor makes $40,000 per year and the organization’s benefit package is 30 percent, the supervisor is realizing an extra $12,000 in benefits for a total compensation package of $52,000 per year . Benefits are also considered part of a recruitment and retention program. Creating and administering a benefits plan is the responsibility of the HR department, but managers still must understand the basics of the benefits package. Employees may approach first-line managers with questions about benefits before contacting the HR department or visiting the organization’s intranet site. As with direct compensation, a manager should refer most questions to the HR department, so as not to give out wrong information; but in some cases, an HIM manager may be in a position to help with certain benefits administration. For example, a tuition reimbursement program may require that a course be related to the employee’s job. It may fall to the supervisor to determine to what extent a course meets this requirement. Some benefits are mandated by law to be covered: Social Security, unemployment, family and medical leaves, and workers’ compensation benefits fall into this category. Other benefits, considered voluntary, include the following: Scenario A large health of a rural hos coding functid work volumes coding specia coding manag for these four organization • Health, dental, and vision insurance, and prescription drug coverage • Disability insurance . Life insurance equal to a portion of or full salary • Wellness programs such as providing a fitness club membership Employee assistance programs for behavioral and mental health wellness • Retirement plans • Tuition reimbursement • On-site child care or adult day care Assumptions The job o following Interview Follow the This list is by no means exhaustive. The cost of providing benefits changes each year and organizations evaluate their benefits package to determine if a specific benefit is cost effective. qualified internally Upload classifications using the entire job and there is a degree of subjectivity, although not to the level found in job ranking. Difficulties may also arise if jobs seem to fit into multiple categories, or if jobs do not fit easily into any category. plan should link to Iture. There must be forth by the mission quality employees to employees to remain olvent. In addition, a ment will have input, ices. An organization the need to align pay t of the organization, chnological advances Rs and other forms Job Retention 171 sted. Factor Comparison The final job evaluation method is factor comparisom. Fastblecomparison is more quantitative than job ranking factors are characteristics used to compare the worth of a job (skill , effort, responsibility, or working conditions). Each compensable factor is further broken down into subfactors. An organization may decide that the compensable factor of skill is further divided into education and experience. For example , the HR department, with input from other departments, assigns a dollar value of $3.47 to an associate’s degree, $5.25 to a bachelor’s degree, and $8.68 to a master’s degree. Under responsibility, supervising 5 to 10 employees is assigned $9.45 and supervising more than 20 employees is assigned $13.51. Once each factor and subfactor are assigned dollar values, a job is analyzed to see which compensable factors are part of that position. The dollar values are then added to determine the monetary value of that job. Jobs with similar monetary values are grouped together in a pay range. A variation on the factor comparison method is the point method. The point method places weight (points) on each of the compensable factors in a job and the total points associated with a job establish its relative worth. Jobs that fall within a specific range of points are assigned to a pay grade with an associated wage. Because of the quantitative nature of the factor comparison method, it is less subjective than either job ranking or grading. There is a greater sense of fairness associated with factor comparison, and this makes it easier for all employees to support. Both the factor comparison and point methods are extremely time consuming to implement, making them more specifications, and any each position. A job Cheir relative worth is ssary skills, education, bevaluation is twofold: ons will receive higher expensive to use as well. grade department. Once the pay grades . There for them. Three dite ation-wide, this pros use the HR departe with the more ula t the bottom. A tment ranking me Wage Determination Once the job evaluation process is complete, the next step is to determine what wage will be associated with each pay range. To help with this, organizations look to external forces and use a market pricing approach. Market pricing is determining the going pay rate for similar jobs in a particular labor market. For example, the compensation rate for an EHR application specialist position would be compared to other similar positions in a labor market to determine what the job would be worth. An organization may choose to conduct its own salary survey to collect this data, and this may be the best choice to compare wages in a local or regional labor market. For hard-to-fill jobs, or jobs that are recruited nationally (for example, chief executive officer), an organization may obtain salary data from surveys conducted by private consulting firms, the Bureau of Labor Statistics, or professional organizations. AHIMA conducts periodic salary surveys and breaks down responses based on work setting, job level, and credential. Care must be taken to obtain salary surveys from reliable sources, and also to make sure similar jobs are being compared to one another. The job tasks assigned to an HIM technician in one organization may not be comparable to job tasks for an HIM technician in a different organization. Once salary information is gathered, an organization must decide how they want to position themselves relative to external competition. Most organizations place themselves in the middle of the market, or what is referred to as the second quartile. A quartile represents one quarter of the market position: the first quartile is 0 to 25 percent, the second quartile is 25 to 50 percent, the third quartile is 50 to 75 percent, and the fourth quartile is 75 to 100 percent. A second- quartile approach means that an organization belongs to the quartile where 50 percent of organizations pay below- market wages and 50 percent pay above-market wages. A first quartile strategy positions an organization so they belong to the 25 percent of organizations that pay below-market wages while 75 percent of organizations pay market or above- market wages. An organization would choose the first-quartile strategy if they do not have the financial resources to pay market or above-market wages, or if there is an abundance of workers in the market place. Organizations that pay below-market wages will experience higher turnover rates as employees leave for better-paying jobs. Some organizations choose to place themselves in the third quartile. This means they belong to the 25 percent of organizations that pay above-market wages while 75 percent of organizations pay market or below-market wages. Organizations that pay above market wages can be more selective in who they hire and generally experience higher retention. However, these organizations also expect higher productivity from their employees to justify the higher pay rates. A combination of job evaluation and market pricing allows for jobs to be placed into pay grades. Each pay grade has a minimum, midpoint, and maximum range that allows an employee to progress through the pay grade, receiving pay increases for longevity or improving skills. For example, a new department director may be hired at the ranked at the head at the dirt highly suhetel ganizations g metus 7 Pg Up Case Study 8 Due Sun 4,2021 10.59 Uritimes Chapter 8 Recruitment, Selection, and Retention in Health Information Management 170 Objectives of a Compensation Plan or factors are An organization has four purposes when creating a compensation plan. First, any compensation plan should link to an organization’s strategic plan and mission and vision statements and support its corporate culture. There must be a belief that compensation is part of t…

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