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Guest blog: A Brief History of Cisco Certification Training

Cisco Systems was founded in 1984 by a married couple named Len Bosack and Sandy Lerner. They were computer engineers employed at Stanford University near San Francisco, California. The name cisco, which was originally spelled using a small c, was taken from San Francisco. It created the first commercially successful multi-protocol router. This was exactly the right product at the right time as it enabled previously incompatible computers to communicate with each other. The cisco router was thus instrumental in the establishment and growth of the internet. The change to the standard Internet Protocol (IP) cut drastically into the need for a multi-protocol router, but by this time the company was well established and able to diversify into other networking system products.

In 1990, just six years after it was founded, the company went public and the name was changed to Cisco Systems. The founders walked away with a nice profit of around 170 million dollars. In the following years, the company continued to grow. Just before the dot com. bubble burst, Cisco Systems was one of the richest companies in the world. Today, the company has managed to stay on the cutting edge of networking systems technology and has retained its position as a leader in the field of Internet technology.

Around 1993, the Cisco systems became involved in training with the establishment of Cisco Academies. The idea was to provide global training for network associates. Since they were being trained by Cisco to use Cisco equipment, the establishment of the Academies contributed to the growth of the company. Cisco training was established as a benchmark standard for network associates and IT technicians. Cisco was also a leader in the introduction of formal certification programs to insure the competence and skill level of networking employees. The idea was that college educations by themselves were not a guarantee of a person's capacity to do a job. Cisco Certification training was established to prepare candidates to pass the Certification exams.

Although in recent years, other companies have introduced Certification programs, the Cisco Certification remains an important indicator of the skill level of a potential employee. This is especially true in the networking field. At the current time, Cisco Systems sponsors 9 different Certifications. They range from CCIE (Cisco Certified Internetwork Expert) to CCSI (Cisco Certified Systems Instructor). The most common and entry level Certification is the CCNA (Cisco Certified Network Associate).

Source by Natalie Aranda

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Guest blog: Motivating Employees – Motivating the Challenge Driven Employee

Most good leaders and employees are motivated internally through challenging themselves to improve their own skills, experience, and productivity. Internal motivation is very powerful when present, and can be easily quashed by micromanagement and ineffective delegation. The key to keeping challenge-motivated workers at their best is to develop your company culture to encourage autonomy and professional development across the board.

Building a challenge-motivating culture can be difficult for some entrepreneurs. The same self-assurance and drive to do things right that makes an entrepreneur successful can also make it difficult to trust employees to work on their own. But, if you plan to grow your business, you will have to rely on your staff to do things right on their own. Good employees will not only cover the tasks that you don’t have time for, but will also contribute their own knowledge and skills to drive the success of your venture.

Good leaders are masters of delegation — telling workers what needs to be done but not how to do it. Set clear objectives in the job descriptions for each position, clearly communicate those objectives to your staff, then get out of the way and let them work. Get to know each employee’s individual skills and talents. Assign tasks accordingly and encourage your staff to utilize their skills. Also, find out which areas your employees wish to improve and develop opportunities for them to do so. For example, most people wish they were better at public speaking. Consider starting a lunchtime Toastmasters club for your staff or sponsoring your employee’s memberships to an established club. The better your worker’s skill sets, the more they can contribute to growing the business.

For those employees who are particularly challenge-driven, it is even more important to encourage them to push their limits. Be careful not to burden these workers with too many mundane tasks. Give them assignments that allow them to show off their skills and develop new ones. Let them know how much their skills and willingness to improve are appreciated…then get out of their way!

Building a challenge-driven culture is critical to the growth of your business idea. The stronger your staff is in the skills that drive success, the stronger your business will be. As an entrepreneur, the odds are that you can relate to challenge-driven motivation better than any of the other motivators. Think about the environment required for you to be the most productive, and build your company culture around these ideas.

Source by K. MacKillop

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Guest blog: What Are the 9 Components of a Successful Employee Induction Program?

Lay Strong Foundations
Employers today understand that productive employees are the cornerstone of any successful business. Therefore, when a new team member comes on board it is vital that they participate in an Employee Induction Program. Why?

An EI Plan 'Sets the Scene'
An effective EI System showcase's the company's history, its mission statement, the direction its heading, company policies, training programs, and the culture within the organization.

Tools to assist with induction:

* Employment Terms and Conditions checklist

* Employee Induction checklist

* The first three months of employment

* Probationary Period Assessment form

More importantly, Employee Induction Procedure's outline what the company expects from their employees.
Facilitated correctly, the employee will be better able to understand where they fit into the organization and in what direction it is heading. The sooner that is in place the more productive they will be so the perfect time to implement EI Procedures will be during the probation period.

Is a Probation Period Necessary for Every Full-time Employee?
Yes. Implementing an EI Plan at the start of a probation period will ensure the new employee a rapid and smooth transition into their new position. It also gives the Manager time to observe the new employee and decide if he or she is suitable for the role. Email me to access a FREE copy of the Employee Induction Plan.

Use the points below to ensure an effective EI System.

1. Utilize the 'Employment Terms and Conditions' checklist, the 'Induction Schedule' and the 'Employee Induction' checklist.

2. Conduct a brief initial induction.

3. Prioritize the EI Program and facilitate with shorter meetings over three to four weeks. This avoids information overload and the tendency to 'dump' information on the 'newbie'.

4. People want to believe they can 'fit in' so during the initial meeting talk about the culture inside the organization.

5. Get the new employee to their work site as soon as practicable.

6. Involve their immediate Manager as soon as possible.

7. Give them achievable goals within the first couple of weeks.

8. Initiate a 'buddy' system where the new employee can go, to seek advice and assistance. This person may be able to offer 'on the job' coaching to fast track the new employee's development.

9. Complete a Probationary Period Assessment form.

Tip: The HR Department or Senior Manager should handle the Organization Induction. The Manager directly responsible for the new staff member should handle the Departmental Induction.

Final Note
EI Procedures demonstrate that your company is interested in their employees. Studies show that employees who feel valued in their jobs and secure about their futures are better employees and less likely to leave. Staff retention is paramount!

Source by David McGillivray

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Guest blog: The Importance of Employee Service Awards

Employee service awards are very important for the purposes of recognition of the efforts that employees put in for the success of organizations. Any business or organization that wants to enhance the general value and quality of the people who work for them can do so through appreciation awards. Motivating people and giving them incentives works wonders because the organization achieves several important goals.

Firstly, the company or organization that provides recognition to their work force will likely keep their staff. Staff retention is positively motivated and puts in the required effort is very essential for the success of the organization. When organizations lose people, they end up having a high turnover and this contributes to the increase of expenses while also having an adverse impact on organization confidence. Needless to say, this contributes to low output and an outflow of key staff that join competitors. Having an employee recognition program is one of the approach to changing such a situation and getting employees to stay with the company. Appreciation programs help strengthen function and their productiveness.

Another important function of employee incentive is cultivating employee loyalty. Any company that wants to experience profit and growth must make sure that their customers stay loyal to them. Continual customer satisfaction to stay loyal. Because this satisfaction will only be achieved through great service from the employees of a company. Organizations which make sure that they keep their satisfaction at high levels will directly benefit from loyal workers. Such workers will strive to keep customers satisfied by providing great service. A strong connection between employee satisfaction and customer satisfaction is a great advantage to business.

Service awards also serve as an important tool for building employee morale. Morale differentiates companies that make it and those that do not. When employee morale is high, workers keep up higher working standards. Most generally have a very positive attitude towards work. While it is not too difficult to keep employee morale high, the large payoff that many organizations find makes them want to keep morale high through employee service awards. Recognizing the service that employees have given to the organization will make sure they like working for the company.

Service awards are also very important because they help to heap praises on workers who are performance driven. Service recognition also help organizations to advance their values. Engaged employees are an asset to any organization. Finding ways to promote the foundational values ​​of corporate entities helps in greatly impacting the way the company conducts the operations of the business. If these values ​​promote a culture of remarkable customer satisfaction as well as staff satisfaction, the business will benefit.

Employee service awards can also be used for recognition of milestones that employees make. The impact that such recognition achieves both for the employee and to the organization is immeasurable. Through employee service awards, organizations cultivate a culture of performance because employees will be productive when there is a definite reward.

Source by Mary J. Braun

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Guest blog: Five Benefits of Leadership Development For Your Organization

Every organization with managers can benefit from leadership development programs. By maximizing the effectiveness of your leadership pool, your entire workforce reaps benefits. While morale is a big part of this equation, a lot of the benefits are easier to demonstrate tangibly, and impact the organizations bottom line. Here is a list of five ways leadership development justifies itself with benefits to your workforce:

Five Key Benefits of Leadership Development:

  • Boosts Morale: the most obvious benefit is also the hardest to measure. A poor leader can make any worker miserable, and miserable workers don’t do their jobs well. Having your leaders be well trained and intentional in how they lead will have an immediate impact on the work environment, which leads to a snowball effect of positive outcomes. Though morale seems like an abstract, that doesn’t mean that the results aren’t noticeable.
  • Limits Employee Turnover: Keeping your workers motivated, content and showing them respect makes it less likely they will leave. Less turnover impacts the bottom line immensely; you get to keep skilled staff and team dynamics while avoiding the cost of recruiting and training new employees. Don’t underestimate the cost of cycling through a perpetually non-content workforce.
  • Increases Productivity: Effective leaders are able to guide their team and minimize obstacles. They get the best results out of the resources at their disposal. This means that the team members are ultimately empowered to succeed, resulting in much better productivity.
  • Provides Better vision: When leaders are well-connected with their team’s, they can see the issues effecting the group better. This vision makes problem solving easier and keeps the group from being blindsided. Also, the more aware leaders are of the group, the better they are at creating a solid set of actionable goals which can lead to success.
  • Fosters New Ideas: An effective leader is a good facilitator, making the comfortable enough to share new ideas, and allowing for them to study those ideas in detail. Being a good steward of new ideas can help keep your organization dynamic and ever evolving.

There are many reasons to start a leadership development program within your organization, and hopefully this list has started you thinking on that path. Of course, this doesn’t need to be complicated or time intensive task – all it takes is a commitment to learning and seeking out resources that fit the needs of the group. Whether using seminars, books, or online articles, the most important component is a willingness to learn and the initiative to seek growth.

Source by Phil B Jones

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Guest blog: Different Types of Hospitality Management Systems

Hospitality management systems are the software that runs your hospitality business. From the food ordering system in your restaurant, to online accommodation booking software, it enables efficient communication and management of your operation, ultimately increasing revenue.

With a range of hospitality management systems to choose from, understanding what is offered is important in order to find the right system that is tailored for your needs and budget. Depending on the type of operation you manage, you should consider the following systems, their advantages and suitability to your company.

Accommodation management software:

Accommodation software packages range from those aimed at B & Bs and small motel owners to ones for running big hotels, clubs and resorts. The basic package offers simple guest and room management, while the more complex ones cover every aspect needed to manage and run a big hotel chain. This includes reservations, service, retail, inventory, staff roster and training, accounting and much more.

Front desk: A front office software package should enable reception staff to keep track of all bookings, state of rooms, guest details and charges, coordinate restaurant reservations for guests, plan housekeeping duties and process guest check-in and check-out. They should also provide a means to communicate effectively with all travel agents and activity operators linked to the system. Features you should look out for include: Reports for arrivals & departures on a specific date. Guest ledger and reservation details, including activities and special requests. Room rates, discounts, package deals, group bookings, etc. Visual schematic of hotel rooms and status. Visual schematic of calendar with room availability. Facility for printing check-in cards for guests. Flexibility in re-assigning guests to different room. Facility to easily add charges to rooms from restaurants, spa, gift shop, etc. Incorporate all payment options upon check-out and print receipt. Print work roster for staff facilities for storing guest history Communicate efficiently with reservation and travel agents

Housekeeping / maintenance software: Easy-to-use software for the housekeeping and maintenance departments of your accommodation place will increase the efficiency of cleaning and servicing of rooms. Main features of this module will be: Keeping track of room status – dirty, cleaned, inspected, check-ins and check-outs, etc. All information such as number of guests, number of beds, length of stay, special requests (eg baby cot, high chair) should be visible to both housekeeping staff and management. Staff can enter maintenance issues as they arise, and those are automatically sent to the maintenance department. Staff can request cleaning materials and toiletries ordered. Staff can keep track of laundry status for uninterrupted linen supply.

Online reservation system: This software package is essential to any accommodation place. It helps you increase direct online bookings instantly. Prospective guests can view hotel rooms (size, choice of beds), availability and prices, plus services and facilities offered. The systems should have instant confirmation of credit card payments or other secure online payment method. After payment of deposit and confirmation by email, guests should be able to login to view or change their reservation details. Cancellation policies should be stated, airport transport options mentioned.

Hospitality management systems for point of sale (POS) operations : This includes restaurants and bars, the hotel gift shop, spa, tour desk and other guest services. It should have the options of direct payment or charge to room. Apart from recording normal vending operations, it should include issuing daily transaction reports to management or the accounting office, and a daily revenue report.

In the POS sector there are many operating hospitality management systems catering for the food vendor sector, namely restaurants, cafés, takeaway shops and delis.

Restaurant (POS) management packages. For POS management packages, you have the choice of an off-the-shelf system for restaurants and cafes, where you can set the options that suit your operation, or a customized one, specifically configured for your business. Most systems are quite easy to use and are cost effective. Their features vary, but most offer the following: Order taking, tallying, and cashier options using a hand-held PDA system. Credit-card processing interface Receipts customized for your business. The more advanced systems also offer: Integrating all transactions with your accounting software. Full inventory / stocktaking facility Translation facilities to selected languages.

Administration software: This module is directed at top management and offers access to all levels of the organization. It provides instant access to the data base of all sectors, ensuring total transparency of operations Overseeing and early intervention by senior staff can prevent mistakes being made by inexperienced employees and save money and the reputation of your business. Other facilities in this package may include:

Tools for setting different rate systems for rooms and services: daily, seasonal, special promotions, etc. Statistical data – percentage occupancy over set periods, and other data used for policy making and customized reports for board meeting presentations. Organizing promotions and package deals. Inventory for different departments. Employee accounts and employee training programs

Remember: with the high staff turnover common to the hospitality industry, it is important to choose a system that needs minimal training to use, and has 'secure areas', which only authorized personnel (with the proper clearance) may access and use.

Choosing and introducing hospitality management systems for your business is a significant undertaking, both operationally and financially. But once up and running, the system will increase efficiency, cut costs and improve the service in your company. You will have happier staff and happier guests, who will promote your business and ultimately increase your revenue.

Source by Leith James

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Guest blog: Common Work Related Injuries

Work related injuries are one of the leading categories of injuries. This is basically because of the time people spend in their workplaces and the lack of safety precautions in most work places.

The most common kind of injury occurs to the upper extremities. This is most common in industry workers where their job requires them to do the same motion again and again. For example, food processing, automobile and electronics assembly, and office data entry workers are the kind of people that might get injuries to their upper extremities while at work.

The most common kind of problem that occurs is one that affects the soft tissues of the neck, shoulder, elbow, hand, and wrist. This gradually develops over time due to the bending of a joint in the same way repeatedly. The most important factor is the amount of force that is applied, as well as vibrations that the joint has to experience.

The most common work related upper extremity injury is carpal tunnel syndrome which occurs when the median nerve becomes trapped between swollen tendons. This leads to sever pain in the wrist and hands, and you may suffer from inability to use your hand, loss of sensation and even partial paralysis.

Another common kind of injury is to the back. This is second most common cause of people taking time off after the common cold. Back strains are a result of damage to the muscles, ligaments, and / or tendon in the back and are caused by over-stretching this body part. The most common problem in this area is a strained or a pulled muscle.

These kinds of injuries are most common in jobs where the workers are required to move or lift heavy objects or are required to make heavy movements. It is also common in jobs where the workers are exposed to full body vibrations. Awkward posture, such as sitting in chairs for long working hours, which are uncomfortable, is another common reason for back problems.

Another common kind of work related injury is to the lower body parts, like legs. These are usually sprains, strains, or muscle tears. These are usually acute injuries caused by lifting improperly, twisting the ankle, falling, or some other reasons. These can be avoided with properly designed work areas and safety precautions.

Work related injuries leave workers incapable of working properly, which may further result in causing them to take some time off from the work, which means that there will be less work done. Furthermore, it can also lead to lawsuits where the worker can sue the employer for not taking proper safety precautions, or not training the workers properly for the work. It is, therefore, important to make sure that your workplace is safe from potential workplace accidents by confirming certain security precautions.

Ensure that there is a safety task force that takes the responsibility of training the employees on proper precautions, and also clearly marks all hazardous areas or places which have any potential for accidents. Also, you should have a response system in place so that if an employee does get into an accident you can make sure that they are attended to immediately. Moreover, you should also cater for a program whereby they can rejoin work after recuperation with shorter workdays or modified job description.

Source by Paul H Jones

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Guest blog: What Are SMART Goals?

Each year many work teams set goals for the coming year and leadership teams determine their objectives for their organizations. During the goal and objective setting process, the term SMART goal is often used without much thought as to what it may mean as an overall working plan. SMART goals are a way to not only decide what to do, but how to do it in a way that can easily be tracked to determine whether or not progress is made and know when the goals are met. In this type of goal, the acronym in SMART stands for: Specific, Measurable, Attainable, Relevant, and Time-based.

Specific describes the details of what is to be accomplished in a clear and simple way. The goal must be easy to understand and well defined in order to make achieving it possible. Unclear goals are easily misunderstood and therefore typically do not accomplish the desired results. Being specific answers the question of what has to be done so that appropriate actions can be taken.

Measurable uses quantifiable terms in order to compare where the goal is in reaching the desired target. Establishing performance criteria for measuring the goal will allow for changes during the goal period in order to manage the process and stay on track to meeting the target. Utilizing a definite tracking method shows how much will be gained by accomplishing the goal and encourages continued improvement.

Attainable means the goal is within the ability and capability of those involved while stretching their collective talents to reach the most desirable target. It means that the defined goal is both possible and realistic while still being challenging for the organization and its people. Having a goal that stretches people and allows for growth opportunity often leads to very worthwhile business results.

Relevant indicates the goal is not only within reach of skill levels but also has meaning and relates directly to the purpose or vision of those who are responsible for meeting the goal. Relevancy means everyone involved can understand how they influence the goal and how it affects them. When a goal is relevant to those involved it increases commitment and makes meeting the goal a highly motivational tool.

Time-based defines a period for meeting the measurements in the goal or a deadline date for accomplishing the overall target goal. Having a time frame established allows a frequency for monitoring progress, staying on track, making adjustments to meet the overall goal, and gaining momentum with each accomplishment along the goal path. Without a time-based element to the goal, it will be impossible to make a targeted plan.

Use the acronym SMART to establish goals goals that are: Specific, Measurable, Attainable, Relevant, and Time-based. SMART goals may be used as an effective way to decide what to do in the coming year and where to make changes if the tracked goals are not progressing as desired. During the yearly goal or objective setting process, be sure to use the SMART goal definition when working on a plan for the future of a team or organization.

Source by Shirley Lee

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Guest blog: Formulation Of Human Resources Strategy

The formulation of the organization's human resources strategy begins with basic questions regarding how employment will be structured, what corporate culture will be fostered, how careers will unfold in the organization, what sort of employees will be sought, and so forth. Within this general category of tasks we include both organization-wide human resources strategy and the tailoring of that strategy to specific business units, regional units, functions, or divisions.

Especially important in terms of organization-wide strategy are answers to the questions: How consistent should human resources policies and practices be throughout the enterprise? Where are distinctions in policies and practices (across locales or employee subgroups) desirable? How much latitude should particular organizational units be given in formulating their own human resources strategies?

After the broad outlines of strategy have been set, questions about general policies arise, such as: What will be the broad base of compensation and performance management throughout the organization or in particular units? What tasks will be outsourced, and will the outsourcing be done via labor contractors or independent contractors? What training will be done in-house, and what will be outsourced, and to whom? It is hard to draw a line between strategy and policy, and we will not make any attempt to do so: In this category we will include any human resources related activity that sets rules for the management of human resources that apply broadly to groups of employees .

Formulating strategy and general policies, it seems to us, is a managerial task of the utmost importance. It is fraught with ambiguity; There is no checklist of what to do or what to think about. The outcomes are noisy-how do you know if you've succeeded? Results often take a long time to be realized. Interdependencies with other parts of business strategy are tight.

At the same time, dependence on local environmental conditions can be important, so the local environment must be well understood by those who formulate human resources strategy and policies. Finally, the tasks here strongly mix guardian and star elements. Poorly aligned or inconsistent human resources policies and practices can be devastating for an organization. At the same time, the ability to see beyond conventional wisdom, to put together a human resources system that works especially well, is as potent a competitive weapon as one can imagine.

– Implementation of Strategy and Policies. In this category we have in mind tasks that involve nontrivial judgment in fitting general policies and procedures to specific cases. Performance evaluation of individuals and teams, crafting job designs, decisions on whom to hire (and where specifically to look, although this could be construed as part of policy formation), decisions on whom to promote, decisions on training for individuals, specific layoff decisions , and the like all fit here.

Ambiguity in these tasks is not particularly high if a well-formed set of human resources policies and practices is in place; However, results are noisy and feedback can be substantially delayed. Interdependencies with other parts of the business can be substantial; decision-makers should have a fairly well-developed "big picture" of the organization or, at least, of the specific function involved. Because of reputation and social comparison effects, these tasks are predominately guardian roles, although especially when it comes to recognition of talent and accurate placement of individuals, some star aspects are involved.

– Record Keeping, Compliance, and Personnel Service Delivery. Here we have in mind those tasks that, unfortunately, have come to dominate many line managers' perceptions of what the human resources Department does: compliance reports; keeping employee records; filling out forms for benefits and payroll; and so forth, on down to buying the beverages and pizza for the regularly scheduled employee beer blast.

There isn't a lot of ambiguity here and performance is fairly easily monitored. The job is a mix of some guardian and mainly foot-soldier tasks: Screwing up compliance reports can get the firm in trouble with legal authorities, and a bad benefits office can reduce employee morale pretty quickly, but management that isn't completely asleep or complacent can usually avoid the big disasters in this realm.

This enumeration of the tasks involved in doing human resources management helps clarify a root problem with how human resources is traditionally organized. In the traditional organization, this bundles together all these tasks, a small fraction of the activities account for a huge proportion of the value added by the function, by creating potential upside and / or helping the organization avoid downside disasters. In contrast, most of the activities conducted, measured by time expended or paper consumed, are the routine foot-soldier tasks, perceived as adding little value by managers and employees. Complying with rules and filling out forms imposed by central human resources regarding job searches, performance appraisal, or compensation and benefits – or being required to have a human resources representative present during a sensitive conference with a subordinate are frequently not viewed as helping matters very much . And employees, once they are hired, often interact with the human resources department only when they have a problem or concern, so they may not have an especially positive view of the function either.

In any event, it is not altogether surprising that a function that is perceived as responsible for explaining benefits programs, processing change-of-address forms, complying with governmental regulations, and enforcing policies that limit managers' discretion on how they can treat employees- or that is touted as the "conscience" or "kinder, gentler side" of the corporation-is unlikely to be viewed as a hard-charging, tough-minded, strategic business partner.

In addition it's easier to measure how well the human resources department is doing in terms of filling out forms and delivering routine services; It's a lot harder to measure how well it does at formulating and implementing a human resources strategy.

Source by Artur Victoria

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Guest blog: Doctors – Using Key Performance Indicators to Measure Your Practice’s Results

This day and age it is critical to measure your practice’s results using key performance indicators to determine areas of improvement. Figuring out such areas and implementing a solution can lead to an immediate increase in profitability for your practice. This article discusses key performance indicators that can be used to determine where your needed areas of improvement are.

Self Pay Days In A/R Over 60 Days – This is an indicator of how long it takes for your practice to collect your patient accounts receivable, which ultimately affects your practice’s cash flow. If your practice’s Self Pay Days in A/R over 60 is significant, it may be time for you to reevaluate how you go about collecting your patient balances. Are you just sending invoices or does your practice have a strategic follow up system that includes sending letters and making phone calls? Having a defined credit plan in place and process to collect such balances will keep this number to a minimum. This analysis will become more important as consumer-directed health plans gain popularity with employers.

Claims Denial Rate – This metric is an indicator of your effectiveness in preventing denials, negotiating reimbursement, monitoring payer behavior and training staff. Simply put, the higher this rate the more money your practice is losing on a daily basis and it may be time to investigate the root cause of your claims denials. Providing upfront staff training and tracking the cause of your denials can reduce this number.

Encounters Per Hour – This measures the efficiency of your practice in terms of whether scheduling is full. Openings in your scheduling mean your practice is not earning any revenue for that time period. Over-scheduling can be just as detrimental to your practice because it can lead to patients spending too much time in the waiting room. Analyzing your current scheduling can determine whether you need to add another physician to your practice or change your practice hours.

Patient Turn Around – This is basically a measure of the time frame between when a patient walks in the door, checks in, is seen by the doctor and checks out. The top patient complaint, decade after decade, is not being seen promptly. A reasonable performance goal might be to see patients within 20 minutes of the appointment time. If your practice is not achieving this goal, you may want to consider mailing your new patients registration forms prior to them visiting your office so that everyone is ahead of the game when the patient arrives.

Employee Turn Over – While this measure may be harder to analyze quantitatively, it is certainly worth looking at. With your office staff being so critical to your practice’s success, it is imperative that you monitor employee turnover. Incentives can be put in place that reward your staff for keeping claims denials down and following up on rejected claims and past due patient balances. Adequate training should be provided for your staff so that they are competent and can perform their daily tasks accordingly.

Budget To Actual Review – While this one may seem obvious, it is often overlooked. Reviewing your monthly actual expenses and revenue to your budgeted numbers can inform you of where your practice stands financially. This is a high level review that should be performed after every month-end close. Not only will it let you know where your practice stands financially, it can also bring awareness to suspicious activity by your employees. While no business owner likes to think that any of their employees would commit fraud, it is critical that certain internal controls are in place to mitigate such activity. You can even take it to the next level and compare your numbers with those of other practices in your specialty.

The right set of Key Performance Indicators can transform your practice. It’s worth your effort to find them and constantly review them to see where your practice stands. Doing so can be the difference between taking your practice to the next level or achieving the same results time after time.

Source by Dallas Alford