MedHQ to Address Strategies to Eliminate High-Risk Employee Behavior at 2016 NY Metro ASC Symposium

MedHQ is proud to have been selected to participate in the third annual New York Metro ASC Symposium.

Tom Jacobs, CEO at MedHQ, and John Merski, Jr., Executive Director of Human Resources at MedHQ, will speak at the Symposium about a timely human resources issue faced by ambulatory surgery centers (ASCs) around the country: managing high-risk employee behavior. The top employee discipline problems not only cost ASCs thousands of dollars annually, but these issues can hurt the organization as a whole.

“The consequences of negative employee issues can expose your facility to millions of dollars in financial liabilities,” said Jacobs. “Unmanaged employee issues permeate throughout the entire organization, and can trickle down and impact patient and physician satisfaction.”

MedHQ specializes in the efficient management of human resources for surgery centers and physician offices. Its expertise and automation software help ASCs improve employee performance, including employee discipline and risk management which is directly tied to hundreds of thousands of dollars of operating income.

The Symposium takes place Sept. 14 at the New York Hilton Midtown. Attendees can sit in on a variety of sessions, featuring 250 experts including physicians, ASC developers, financers, health care executives and clinical representatives.

Contact MedHQ for a complimentary compensation or employee risk assessment.

Download MedHQ’s employee discipline-focused white paper, “Solving the Top ASC Employee Discipline Problems.” Also, download the white paper “10 Ways Surgery Centers are Wasting Money in Human Resources.”

Gaining a Competitive Advantage with HR Outsourcing

Today’s healthcare decision makers are navigating unparalleled uncertainty – both inside and outside of the workplace.

According to a 2014 Aon Hewitt survey, retaining top talent, developing leaders and addressing the issues inherent to an aging workforce are among the top concerns of human resources leaders.  Exterior factors also weigh heavily: roughly half of the survey respondents cited unpredictable healthcare costs and government regulation as sources of consternation.

Outsourced human resources solutions are one way both small and mid-sized healthcare providers are meeting the challenges of this fast-changing landscape. By single sourcing HR functions through one provider, ambulatory surgery centers and other outpatient facilities can focus their energies on what they do best: treating patients. At the same time, HR outsourcing provides ASCs with economies of scale and access to critical resources necessary for running a successful outpatient facility today, including:

Information technology

Managing an ASC’s human capital starts with the right use of information technology. Coupled with the right HR platform, payroll and time attendance systems can help manage all of a company’s employee data, eliminating the need to develop and maintain spreadsheets – and, frequently, saving a facility considerable time and money.


It’s no secret that attracting the best talent is challenging without a competitive benefits package. But close behind after such large ticket items as salaries, medical supplies and rent, employee benefits are typically the next biggest business expense companies face. Benefits also can fluctuate dramatically in price from year-to-year, adding to unpredictability and budget woes.

HR outsourcing offers an opportunity for ASCs to gain a competitive advantage in talent recruitment and retention. By providing a one-stop-shop for benefit procurement and administration, ASCs can have access to employee benefits packages typically only offered at the largest corporations, making it easier to hire – and keep – the best recruits.

Staffing and employee relations

The price tag for high turnover at an ASC is often underestimated. Replacing an existing employee can cost as much as 50 percent of that person’s salary. For facilities with annual double-digit turnover, it often can be the difference between being profitable or not.

Numerous factors go into developing a great organization. Many HR professionals are experts at incorporating the right technology, recruitment and hiring best practices. Other HR professionals know how to deliver the best training opportunities, resolve employee disputes and manage the legal risks and complexities that go hand-in-hand with being an employer.  Single-sourced HR solutions can help ASCs optimize these areas, thereby reducing unwanted turnover and improve their bottom lines.

Benchmarking and Big Data

Benchmarking allows an ASC administrator to see how a facility’s labor costs, as well as virtually any key performance indicator, match up to similar ASCs in the area or around the country. Outsourcing to an expert HR solutions provider also provides access to best-in-class knowledge databases, which can be analyzed for accurate local compensation data. By comparing your employees’ compensation to the local market, and even being able to drill down into salary data by ZIP code, individual job titles and a variety of other factors, employers are able to determine the most competitive salary range for each and every position at an ASC.

Salaries are just one area where Big Data gives ASCs an edge. Taking a holistic view of data – and the myriad ways it can help a business — allows facilities to make educated, data-informed decisions and ultimately operate more efficiently in every aspect of their business.

For more information about how HR outsourcing can help your ASC, please contact Jay Petrick at or Tom Jacobs at

Workplace Injury: Safe Practices and OSHA Compliance

By Chris Schukies, HR Services Client Representative

Ambulatory surgery centers are home to both dangerous equipment and imperfect humans. ASC workplace injuries manifest themselves in many forms, including falls, misuse of equipment, or, most commonly, needle sticks. So how does your ASC ensure OSHA compliance when these scenarios inevitably arise? Follow these four steps to protect your workers and smoothly handle workplace injuries:
File an Occurrence Report
A supervisor must be notified immediately after any workplace injury occurs. Once the supervisor is made aware of the situation, an occurrence report must be filed that includes the basic logistics and details of the incident–the who, what, where, when, why and how.
Obtain Medical Clearance
If necessary, the employee should seek medical attention regarding his/her injury. The doctor should inform the worker’s supervisor of his/her work status to affirm whether he/she may return to work or requires further time to recover. The doctor must then send a note to the supervisor to document this encounter.
Notify HR
After receiving the previously documented information from the workplace supervisor, the human resources staff may ask further questions to complete an additional worker’s compensation form. This form will also clarify HR-related material, such as the employee’s title, salary, etc. Once completed, HR staff will notify the company handling worker’s compensation to file the first report of injury.
File an OSHA 300 Form
After filing the incident under worker’s compensation, an OSHA 300 must be completed and filed. This form, which classifies worker-related injuries and illnesses, is required to evaluate workplace safety and, more broadly, potential industry hazards.
For more information on workplace injury and OSHA Compliance, please contact

4 Steps to Creating Great Managers

While university curriculums have become more interdisciplinary in recent years, management training is still a rarity outside U.S. business schools. To fill this void, corporate managers today are often tasked with identifying, training, mentoring and coaching future leaders in their companies.
But creating tomorrow’s leaders is often easier said than done, especially with aggressive cost cutting measures now in place in virtually every U.S. industry. And with formal management training programs no longer the norm for most companies, decision makers are often left without a playbook for grooming great talent.
Here are four steps to starting the process:
1.     Assess
The first step is to identify any gaps among the company’s current managers. Are managers stretched thin overseeing too many employees? Are fewer, but more effective, managers needed? Asking these questions will help the executive team analyze whether a refinement or wholesale change is necessary to reach the desired business goal.
2.     Identify
Potential leadership skills can be difficult to quantify. Generally, confident, decisive and responsible employees tend to make the best managers. But only if they’re well trained. The executive team should identify possible leaders, assess their potential to lead and develop a plan for success. Once identified, candidates should be interviewed to determine their interest in taking on these additional responsibilities; if it’s lacking, it’s unlikely that they would succeed down the road.
3.     Train
Managers are made, not born. Interested, qualified management recruits should be provided comprehensive training opportunities, including in-house apprenticeship programs or tuition reimbursement for MBAs or other relevant continuing education programs. Often times, the appropriate training can bridge the gap for untested individuals who might one day become star managers.
4.     Mentor
Mentorship is a key component to successfully training future managers. These individuals should not only be talented managers themselves, but they also should know the company’s culture well. In addition, the company should maximize the interchange between mentors and future managers through group settings and individual conferences.
When assessing potential managers, intangibles like personality, emotional IQ, motivation and disposition also can make a big difference between success and failure. Most importantly, a prerequisite for all management recruits is an innate ability to make confident decisions — a skill that is virtually impossible to teach.
For more information on management training programs, please contact

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