Module 03 Course Project - Writing Compliance Policies

· Ensure all staff members comply with Covid-19 protocols in the facility.

· Conduct compliance risk assessment training for staff members.

· Regularly update staff members of emerging compliance guidelines.

· Follow up Compliance issues that require investigation.

· Recommend actions the medical facility should take against defiant staff members.

· Assess ethical compliance with billing and general operational standards.

· Follow up charge sheet for patients to ensure outline payment plans are followed.

· Enhance legal medical compliance in the facility.

· Motivate employees to comply with established Covid regulations

Requirements and Skills

· Must have a master’s degree in Health management.

· At least 2 years’ experience in enforcement legislation/guidance.

· Awareness of health and safety issues.

· Good understanding of health billing practices.

· Excellent communication skills.

Compliance Plans

Having a brand new vehicle does not necessarily mean the destination would be reached safely but depends on whether the driver on the steering is qualified. This means the safety of the journey is inseparable from skills, competence and experience possessed by the driver. Practically, organizations spend a substantial amount of time searching for talented employees that have the right skills and competencies (Czarniewski, 2016). In human capital management, knowledge, skills and abilities (KSAs) are optional but rather a priority because the success and innovative nature of an organization depend on its talent management and right human resources (Lawler III & Boudreau, 2012). Ideally, it is factual that the medical facility has been experiencing compliance violations. However, to successfully implement compliance plans, a medical facility requires a good captain that understands the value of compliance, an individual with the necessary skills and experience to steer compliance implementation plan.

Coercive compliance theory which entails threats and punishment has been practiced but has not borne effective results. Similarly, catalytic compliance theory which entails dialogue and suggestion has been applied and has neither delivered optimal results (Weske et al…, 2018). However, a compliance plan with pre-existing motivation for compliance has been identified to be most effective (Weske et al…, 2018). It is based on the approach, a job description for safety and compliance manager states motivation skills, training and expertise on enforcement as key elements which are essential in motivating employees to comply with compliance plans.

With the outbreak of Covid-19, evidence shows that different countries took varying containment measures such as the closure of schools, travel restrictions, gathering restrictions and emphasis on the washing of hands with soap and running water for at least 20 seconds (Chan et al…,2020). Many individuals observed and complied with measures taken some due to extrinsic motivations such as social pressure while others were forced to comply out of intrinsic motivations such as moral and social norms (Chan et al…, 2020). To successfully implement Covid rules and ensure all employees comply with laid down protocol and at same ensure billing system operate as per rates determined by the management, safety and compliance officer is sought with management skills. Further, the applicant should have a high level of integrity to promote an ethical culture in the organization.

In the nutshell, critically evaluating the job description, the medical facility would wish to recruit a safety and compliance manager that would motivate employees to implement compliance plans. The office bearer should have experience and skills to successfully help medical staff members to navigate compliance violations and instead develop in-built compliance culture. Knowledge, skills and abilities outlined in the job description are pivotal to implementing compliance plans.

References

Chan, H. F., Brumpton, M., Macintyre, A., Arapoc, J., Savage, D. A., Skali, A., ... & Torgler, B. (2020). How confidence in health care systems affects mobility and compliance during the COVID-19 pandemic. PloS one, 15(10), e0240644.

Czarniewski, S. (2016). Conditions for the Effective Management of Human Capital-The Trends and Mechanisms Of Power In The Organization. European Journal of Research and Reflection in Management Sciences Vol, 4(3).

Lawler III, E. E., & Boudreau, J. W. (2012). TALENT MANAGEMENT-Creating an Effective Human Capital Strategy-Use questions—And findings—From survey research to help gauge your progress on the road to becoming a strategic HR business partner. HR Magazine-Alexandria, 57(8), 57.

Lewis, R. (2020, December 23). Did they have to die? How America's Covid response left 3,000 health workers dead. Retrieved from https://www.theguardian.com/us-news/2020/dec/23/us-healthcare-workers-died-covid-coronavirus