PERFORMANCE CORRECTION NOTICE

DISCIPLINARY LEVEL

Verbal Correction—(To memorialize the conversation.)

Written Warning—(State nature of offense, method of correction, and action to be taken if offense is repeated.)

Investigatory Leave—(Include length of time and nature of review.)

Final Written Warning

Without decision-making leave

With decision-making leave (Attach memo of instructions.)

With unpaid suspension

SUBJECT:Failure to learn new material in training

Policy/Procedure Violation

Performance Transgression

Behavior/Conduct Infraction

Absenteeism/Tardiness

PRIOR NOTIFICATIONS

Incident Description and Supporting Details: Include the following information: Time, Place, Date of Occurrence, and Persons Present as well as Organizational Impact.

Marge,

As you know, in May of 2017, KRLG’s consultants reorganized our department’s structure and work procedures to better meet our hospital’s needs. At that time, your position was changed from a specialist in Medicare follow-up to a generalist. Namely, you were asked to assume a role in the Large Balance unit ($5,000+ accounts).

In August 2017, you received a verbal warning because of unsatisfactory work performance in that unit. Specifically, you had difficulty in two key areas: (1) telephone contacts with patients and payers (in that you did not know how to appropriately question the status of your accounts) and (2) reading and comprehending the Explanation of Benefits (EOB) statements.

At that time, I committed to meeting with you for one-on-one training to help you gain a mastery of these techniques. I also shared with you that you would be given an appropriate amount of time to learn them. However, in our training sessions, you didn’t take notes. Furthermore, on many occasions, when I asked you if you understood what I was explaining to you, you said yes when you apparently didn’t understand (as evidenced by your errors and your reliance on your coworkers). In addition, we transferred you to the Medium Balance unit in August because there was less of a need for telephone contact with patients and payers, and we thought this would work to your benefit.

However, to date, you continue to demonstrate a lack of understanding in your role in the Medium Balance unit. Specifically, you still do not understand the processing of EOBs and the calculation of percentages to ensure that insurance was paid correctly. In addition, you continue to request support from your coworkers in areas in which I specifically trained you. This has disrupted the work flow in your area and in our unit.

PERFORMANCE IMPROVEMENT PLAN

1. Measurable/Tangible Improvement Goals: Marge, I expect you to communicate openly with me any time you don’t understand my directions. I also expect you to come to me—not your coworkers—when you have a question about your work. I expect you to follow all departmental policies and procedures for administering and processing EOBs.

2. Training or Special Direction to Be Provided: Because you didn’t take notes when we sat together for training over the past four months, it is critical that you re-create a system of notes to ensure that you are comfortable handling the thirty or so different types of EOBs. To help you master EOB processing and to increase your confidence in EOB processing, you are to create a thirty-page booklet with specific explanations of each type of EOB that you come across on a day-to-day basis. This booklet should contain specific instructions on how to interpret the explanation of benefits and any variables that normally surface in the administration process.

I want you to complete your notebook by January 15, 2017. However, I would like you to meet with me each time you’ve completed one of these examples. I will ensure that your processing notes are correct and answer any questions that surface while you are relearning the system. Understand that I will wait to hear from you regarding the individual completion of these EOB modules, and I will make myself available when you are ready.

3. Interim Performance Evaluation Necessary? No

4. Our Employee Assistance Program (EAP) provider, Prime Behavioral Health Group, can be confidentially reached to assist you at (800) 555-5555. This is strictly voluntary. A booklet regarding the EAP’s services is available from Human Resources.

5. In addition, I recognize that you may have certain ideas to improve your performance. Therefore, I encourage you to provide your own Personal Improvement Plan Input and Suggestions:

(Attach additional sheets if needed.)

OUTCOMES AND CONSEQUENCES

Positive: I will remain available to help you and discuss areas where you require additional support. If you meet your performance goals, no further disciplinary action will be taken regarding this issue. In addition, you will enjoy greater work satisfaction by feeling more confident about your day-to-day responsibilities. You will also help our department meet its financial goals as set by KRLG.

Negative: Marge, I hold you responsible for mastering these tasks because I know you can do it. However, if in the next sixty days you fail to meet departmental production procedures as outlined in this memo, you will be placed on a sixty-day final written warning. If you fail to meet standards during that sixty-day final written warning period, you will be subject to further disciplinary action up to and including dismissal. A copy of this document will be placed in your personnel file.

Scheduled Review Date: January 15, 2018

EMPLOYEE COMMENTS AND/OR REBUTTAL

EMPLOYEE ACKNOWLEDGMENT GOES HERE