Assignment Nine - Personality Testing

This is not the first time I have taken personality tests, both extensive official versions and abbreviated versions for fun. I always encounter the same issues every time I take such tests. First, the questions often ask for yes or no answers when I feel that I exist in some middle area. Another common issue is that questions have an answer that seems more preferable and another answer that may actually be more applicable to me. Whether intentional or not, I have difficulty determining whether I am giving the most accurate answer or the most preferable answer. Both of these issues tie into one of the overarching issues I have with personality tests, which is the slight anxiety associated with wondering if I will get an accurate assessment. I don’t put a huge amount of weight on the results of these tests, but they are usually accurate to some significant degree, so I take them fairly seriously when answering the questions.

When I’ve taken personality tests in the past, I have found that the results pretty accurately describe me and other people I know well. I’m always kind of weary that I convince myself to fit into the descriptions that the tests return, but they also serve to make me more aware of aspects of my personality that I may not recognize. If taken with the proper perspective, these tests are definitely a good way to learn more about yourself or other people. By proper perspective, I mean that not everything in the test’s results should be taken as set in stone, but they should offer starting point for issues to consider when managing or working with other employees. These tests allow you to learn more about other people, or at least offer a structured and somewhat objective method to articulate a person’s personality traits. This can be useful and valuable as a starting point, but should never be the only source of information used to form judgments and influence actions.

Assignment Eight - Ethical Principles

Better Health Abroad - Principles to Live & Work By

*Adapted from the “Six Pillars of Character” developed by the Josephson Institute of Ethics.

1. Trustworthiness

In all decisions, our employees must strive to uphold the virtues of honesty and integrity. This includes keeping promises and maintaining loyalty to parties involved, but also having the ability to be completely open about any decision.

2. Respect

In all actions, our employees must strive to master the art of respect for all clients and other employees. Respect goes beyond direct interactions to include respecting others’ autonomy, privacy, and dignity. We want to create an environment that is tolerant and accepting of all individuals.

3. Responsibility

All employees should be prepared to be accountable for any decisions they make or actions they take.

4. Caring

As a healthcare provider, we must always have a commitment to caring, first and foremost for our clients, but also for our fellow employees. Compassion and consideration should be at the front of our mind when making any difficult decision.

5. Justice & Fairness

Finally, we should work to uphold justice and fairness in all our proceedings. This includes striving to maintain impartiality, consistency, and equality as well as due process for questions of judgment.

Assignment Seven - Elevator Speech

Speech:

My interest in pursuing a career in information science grew as I spent my second year of medical school rotating through different clinical clerkships. Although I thoroughly enjoy the clinical aspects of medicine, I encountered several frustrating situations concerning the way patient information was handled in the hospital. Within my hospital, at least four different electronic applications were used to manage patient information. Each application had positive and negative characteristics regarding how patient information was organized, archived, and navigated, but none seemed truly tailored to the practical needs of physicians. Moreover, the patient information stored using one application was inaccessible to the other programs. Paper records were a separate entity all together. The disjointed nature of information storage and retrieval made it very difficult to consolidate all available patient information when trying to formulate an educated and complete assessment. Trying to incorporate health records from outside institutions only complicated the matter further.

Through pursuing an MS in Information Science, I gained an understanding of what goes into the design, development, and maintenance of information systems such as those used to manage health records. By combining this knowledge with my future experiences as a physician, I will be able to offer valuable input into the development of new and better applications for the delivery of patient information to healthcare providers. My goal is to acquire the tools necessary to improve the way healthcare providers navigate extensive health records, ultimately leading to better patient care.

Discussion:

I did not use any complicated process to refine my speech other than repetition. Reading something in your head and saying it out loud are two very different things. I thought I had a final version of my speech after editing it on paper, but things didn’t sound as smooth when I read it out loud. My final version included some changes in wording that made it easier for me to speak. Also, all the repetition made me more familiar with certain inflection and transition that made the speech sound better.

I gave the speech to an audience of one, and it received a lukewarm response. The content was fine, but I still came across as though I were reading a prepared speech instead of speaking naturally. This is something that I expect will come with more experience.

Assignment Five - Disaster Planning

Disaster Preparedness Plan – Better Health Abroad

Shut Down of Air Travel

Overview

Our organization depends heavily air transit to conduct everyday business. Any widespread suspension of air travel would seriously affect our operations including both employees and client services. Air travel may be stopped for a number of reasons from inclement weather and natural disasters to terrorist threats. No matter what the scale of the shutdown, the continued care of our clients and employees abroad must be of the highest consideration. The following guide outlines the protocol for approaching suspension of air travel that may affect our international destinations.

Incident Command

A travel emergency is determined by the CEO and board of directors upon recommendation from the chair of the travel department. If a travel emergency is declared, the organization puts incident command in the hands of the chair of the travel department. The incident commander has overall responsibility for planning strategies and implementing tactics.

Logistics

A previously assigned logistics chief will be responsible for overseeing ordering, obtaining, maintaining, and accounting for essential personnel, equipment, and supplies. Depending on the scale of air travel shutdown, the logistics section will decide how to reassign current personnel to travel and communication departments.

Travel Operations

A previously assigned operations chief will be responsible for overseeing alternative travel and accommodation arrangements for affected employees and clients. As personnel from other departments will be reassigned to the travel department, incumbent personnel will be expected to assume managerial roles as dictated by the operations chief. Depending on the cause of the suspension in air travel, immediate transfer of traveling employees and clients to foreign U.S. embassies may be necessary. We already have in place ground transit at all our facilities that are capable of moving patients to these destinations if necessary. At the discretion of the incident commander, it is the responsibility of the travel department to carry out these measures.

Communications

We already have a full-time operator on call at headquarters that can be reached by a toll-free number from anywhere in the world via pre-paid cell phones given to employees and clients for use in the case of an emergency. During a suspension of air travel, employees not reassigned to the travel department may instead be assigned to answer calls on the toll-free line. The number of operators will be determined by the volume of calls, and the logistic chief’s assessment of need. Information will be relayed to the information and intelligence management section.

The communications section will also be responsible for responding to concerns from relatives and friends of affected employees and clients. This may include arranging communication between affected parties if possible.

Information & Intelligence Management

A previously assigned intelligence chief will be responsible for overseeing the collection and evaluation of incoming air transit information as well as information from foreign employees and clients. This information will be formatted and presented to the incident commanders and other sections for use in planning. The section will also maintain incident documentation and track resources assigned to the travel emergency.

Finance & Administration

A previously assigned finance chief will be responsible for overseeing the negotiation of any contracts necessary to arrange travel for employees and clients. The section will also be responsible for timekeeping, cost analysis, and if necessary compensation to affected parties.

Public Relations

A previously assigned public relations liaison will be responsible for overseeing media relations. All inquiries from outside of the organization will be directed to the liaison, who will have prepared statements based on collaboration with the intelligence section.

Assignment Four - Termination Checklist

When An Employee Leaves Better Health Abroad

Reaching the Decision

• Was a progressive discipline scheme followed leading up to the decision to terminate?
• Was the employee given 3 verbal warnings according to company protocol?
• Was the employee given at least 1 written warning according to company protocol?
• Did verbal and written warnings clearly state performance/behavior expectations to employee?
• Do written warnings sufficiently document a history of recurring performance/behavior problems?
• Was the employee given sufficient time to correct performance/behavior?
• Is this termination consistent with managerial response to similar behaviors of other employees?
• Have other in-house options for transfer of the employee been explored and ruled out?
• Is this termination in compliance with all state or federal laws regarding appropriate reasons for termination?

Notifying Appropriate Departments

• Has human resources been notified regarding the termination?
• Has technology & communications department been notified regarding expiration of employee’s computer and telephone privileges?
• Has payroll been contacted regarding status of employee’s benefits, vacation, etc.?
• Has finance department been notified regarding deactivation of employee’s accounts?
• Has legal department been notified about decision to terminate employee and reasoning behind this decision?

Termination Meeting

• Does the employee understand the reason for termination?
• Does the employee understand that other options within the organization have been explored, and that the decision is final?
• Does the employee understand the time course for the termination process?
• Has employee’s final paycheck been prepared by payroll services?
• Has severance pay, compensation for vacation and sick time, continuation of health and life insurance benefits, and re-employment assistance been discussed with employee?
• Has the employee been informed of protocol for returning all company property?

Other Considerations

• Have remaining employees been informed of termination and rationale?
• Has management met to discuss the how the termination was handled?
• Has the process of hiring a replacement been initiated if appropriate?

Assignment Three - Job Posting

Foreign Partner Quality Consultant - Better Health Abroad

About Us:

Better Health Abroad is an organization on the forefront of delivering patients to quality healthcare. As the cost of hospital visits continues to rise in developed nations, we are one of the few companies developing an alternative for patients. Several nations around the world including India, Singapore, and Thailand among others are able to offer quality care at a significantly lower cost without a wait. If patients are in need of complex procedures from cardiac surgery and joint replacement to dental and cosmetic surgery, our company can arrange it at a fraction of the cost of obtaining the same care locally. We are looking for employees at all levels who are passionate about making quality healthcare affordable to everyone, and who are ready to be a part of the future of healthcare as we realize our vision.

Job Description:

As a foreign partner quality consultant, you will be at the frontline of our operations, working directly with our partners abroad to ensure quality care to our patients. You will spend approximately half of the year working abroad ensuring that facilities, physicians, and staff are at a level that can offer top tier care. While on site, you will communicate with other quality consultants at our headquarters in Research Triangle Park to assess current conditions, develop plans for improvement, and begin instituting those plans. The other half of your year will be spent working at our headquarters communicating with the quality consultants abroad.

Travel is a large part, and many consider benefit, or working for Better Health Abroad. Even so, the amount of travel is flexible with opportunities for more or less travel depending on the preferences of all quality consultants. Our headquarters offers a professional but relaxed environment where creativity and initiative are rewarded. Along those lines, performance assessments by superiors is regular yearly, and the opportunity to advance and oversee teams of other consultants is an option for those who desire it.

Naturally, health is a major mission of our organization, and this extends to the health of our employees. We offer a very competitive health insurance coverage, but also offer incentives to employees to maintain their own health with rewards for use of the company gym and healthy eating. Beyond that, consultants and their family members are eligible to access the services of the company at a steep discount, paying only the base operating costs.

Job Requirements:

We feel that the best way to assess the quality of healthcare services is to have been intimately involved in the healthcare industry for a number of years, so we require that all candidates be board certified physicians in a relevant field with at least 5 years of practical clinical experience. Business & consulting experience is a plus, but not a must. Beyond that, good interpersonal skills is necessary as well as polished communication and presentation skills. We expect that all consultants enjoy problem solving and are innovative, creative and driven. Most importantly, all of our employees must have the underlying goal of working toward the company’s mission of bringing quality, affordable healthcare within reach of as many people as possible.

Location: Research Triangle Park in North Carolina

Compensation: $150,000 base plus bonus - negotiable based on prior experience.

Contact:

Better Health Abroad HQ
Raleigh, NC 27709

E-mail: HR@BHA.com
Phone: (919) HEALTHY
Fax: (919) 765-4321

Assignment Two - Interview

I completed this portion of the Personal Career Development assignment with a fellow medical school classmate.

Having been interviewed for jobs and medical school admissions a couple of times, being interviewed was not a completely new experience for me. However, interviewing somebody else for a job was. I found this to be surprisingly difficult. As awkward as I have felt being the interviewee in the past, I felt much more awkward being the interviewer this time around. A large part of this feeling had to do with inexperience as I mentioned earlier. As the interviewer, I was entirely responsible for setting the tone and direction of the conversation, at least early on. The interviewee looked to me to dictate whether the dialogue would be formal or casual as well as to decide what information I wanted to obtain from her. Even with notes on which questions I wanted to ask, I still felt very unnatural in my demeanor and with the sequence of questions. I would have hoped to do more than simply rattle off questions from a prepared list. Rather, I would have liked to tailor my questions to the responses given by the interviewee, so that I could explore certain areas closer and gloss over things that turned out to be of little interest. I imagine this to be a skill that interviewers develop over time.

As medical students, we are asked to interview patients almost daily, and even though the objectives are different, we still have the same goal of learning more about the person through the interview. If there were simply a preset list of questions that we asked every patient, there would be no skill in being a physician, and I wouldn’t have to go to school forever. What I learned very quickly at the beginning of medical school, as I seemingly relearned with this assignment, is that there is definitely an art to interviewing. You only gain this appreciation when you watch an experienced person, whether it be an attending physician or a seasoned job recruiter, do the interviewing and then attempt to replicate the feat yourself. I quickly learned that experience and practice are the best teachers no matter how much you have prepared beforehand.

With respect to being interviewed, the only awkwardness arose from the fact that this was a role-playing assignment. Having rarely practiced interviews before, I found it difficult to get into the mindset of subtly trying to sell myself, or at least not sabotage myself, since this was not a “real” interview situation. Even so, I learned that much as I approach real life interview situations, I was very passive as the interviewee. I am not sure if this is for better or worse. I indicated earlier the pressure I felt to lead the conversation as the interviewer, and this pressure was much less apparent as the interviewee. I think that I take a passive role by default when I am the interviewee, but having been on both sides of the interview with this assignment, I realize that this may not be the best approach in all situations. Clearly, there are some interviewers that I will encounter who are much like myself and would appreciate some cooperation in facilitating the conversation. This would make the interview a much more tolerable if not enjoyable experience for both sides. I suppose that knowing when to be more active and when to let the interviewer lead will come from experience, much like everything else I learned from this assignment.