The Journal of medical practice management : MPM
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Offering employment structures other than traditional full-time positions in your practice can help you draw excellent job applicants and also can enable you to increase morale, job satisfaction, and productivity. However, there are many decisions you must make when offering a part-time, flex-time, or job-sharing position. ⋯ It suggests ways to make part-time, flex-time, or job-sharing positions work most effectively, both for the employee and for your practice. In addition, this article suggests which positions are best suited to alternative structures.
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Practically every medical practice finds itself short-staffed at one time or another. In some cases, a temporary employee is all that is needed to keep the practice running smoothly. ⋯ It suggests strategies for preparing for the temporary employee's arrival, orienting the employee to the practice and assigned tasks, and evaluating the temporary worker's performance. In addition, this article offers ideas about working well with temporary employment agencies, as well as likely policies one would encounter when trying to hire a temporary employee permanently.
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The final article in a three-part series, this article covers what should and should not be included in an employment agreement. For new recruits and hiring physicians alike, it provides a step-by-step guide to the key issues involved in contract negotiations. Four main topics are addressed: compensation, working conditions, termination provisions, and buy-in provisions. ⋯ Contractual working condition issues include the term of the contract, vacation policy, call coverage, governance, CME policy, permissible outside activities, office hours, degree of physician autonomy, physical and human resources, and sick leave. Contractual termination provision issues include rights to termination, covenants not to compete, medical record ownership, and assignment. Contractual buy-in provision issues include probationary periods, the assets being purchased, valuation formula and financing.
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Staff creativity can help your practice run more smoothly and give it a competitive edge. In most cases, however, your staff's creativity needs to be fostered. You may do this in three very specific ways. ⋯ Second, you must establish a climate that is conducive to creative thinking. And, third, you must reinforce staff creativity so it will continue to grow and flourish. This article offers 31 specific methods for achieving these goals, thereby improving your staff's creativity and achievement, as well as your practice's productivity and excellence.