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�2006 Candor Communications


2005-03-03 - 10:42 a.m.

is this any way to run a psychiatric hospital?


well, so I just uploaded yesterday's entry and now we begin today's entry... the frustration of working with idiots as managers almost got to me this morning, but when I remembered how weak they are (they won't look you in the eyes, they give ridiculous ultimatums, they have no backbones, and they try to cover up their incompetence with fraud and hope nobody has enough experience or insight or education to understand what they are doing (or they hope nobody has the guts to call them on it)... so after my shift is over and while I am helping someone with something on the computer (that I don't have to do), they guy I am helping remembers that I got a message that the DON wants to see me... so afraid of confrontation, the DON left messages for days through people on other shifts instead of calling me and addressing me directly... so the performance evaluation saga continues and this is how the conversation went:

DON: "M (current lead tech who is asked to do the manager's job because they did away with middle level managers last month) turned in the additional trainings that A (former mid-level manager who did not turn in sign-in sheets for the monthly trainings, therein leaving staff without the necessary number of annual training hours, therein giving the organization the right to 1. without any pay increase, 2. lower the performance rating and therein lower the eventual pay increase, and 3. insert a plan of correct into the evaluation that identifies unsatisfactory performance in the area of training into the permanent record) was supposed to turn on and my record is still short by three and a half hours and I will still have to sign the performance improvement plan of correction."
ME: (knowing that M turned in 7 hours and another acting manager turned in 2 hours and I already had 32 hours) "I am not signing anything that suggests I did anything wrong when I did nothing wrong, nor will I sign anything suggesting I need a plan of correction when I did nothing requiring correction."
DON: "If you don't sign this it is grounds for termination."
ME: "So terminate me."
at this point the DON, who has not looked at me during this brief meeting, reaches for the phone and calls the Director of Human Resources... the conversation sort of continues...
DON: (to the DHR on the phone) I have Ric here in my office and he is refusing to sign and he's upset, could you come talk to him?"
we wait a few minutes for the DHR... I state my case to the DHR, again... she acknowledges that management did create the problem and they do not wish to terminate me... she apologized for A's inadequate record keeping... she explained that some of the hours that M turned in were not counted for technical reasons and that is why I am still 3.5 hours short... she asked me to go to a four hour new employee training next week and said that would be all that would be in my plan of correction...
ME: "You seem to have missed the point. You insist on putting a plan of correction into my record when we all agree I did nothing wrong and that a managerial error caused the appearance of an inadequate number of training hours for me. Management needs the plan of correction. I will not sign a paper accepting responsibility for managerial incompetence."
DHR: "Please understand that when we are audited your record must have a plan of correction since it does not have the mandated 40 annual training hours."
ME: "Please understand that I attended every meeting and training management set for me, and it is not my responsibility nor is it for me to correct the fact that management did not keep accurate records.
DHR: "You are right. I understand why you are upset, but we need to resolve this. If you can come up with any documentation to add to your file to prove you did the training, we can tear up the plan of correction.
ME: "Where can I get blank training sign-in sheets?"
DHR: "I have some in my office."
ME: "Let's go to your office."
we go to her office, she gives me some training sign-in sheets, she says we need this resolved by March 10th... I assure her she'll have sign in sheets for 3.5 additional hours by then...

I then went to the payroll department... explaining the training record snafu, I asked the R (the payroll clerk) if it she would pull my payroll records for the past year and give me a print-out of all the times I signed in under code 680... code 680 is for training hours... when I go in for training, I punch in under 680... I went back to the DHR and told her I would have a print out of all the times I clocked in under the 680 code in a few days... she seemed amazed and said, "Great idea, I should have thought of that"... I did not take the opportunity to offer a sarcastic, "yeah"... but I sure was thinking, "duh" as sarcastically as possible...

so I will hand her a few official training sign-in sheets tomorrow and she will be satisfied... and in a few days R will provide me with proof that management could have easily found proof that I attended well over 40 hours of training and I will be satisfied...

when I was done solving their problem, I went to see the Director/Administrator/Vice President, explained the situation, and suggested some management training not only in simple record keeping, but in human relations and how to conduct a performance improvement meeting or counseling... as I walked out of his office I suggested, with a smile, that management should read resumes of their staff... not too cocky, huh?... he thanked me for the information and suggestions... I don't expect anything to happen, because he is the most hands-off Hospital Administrator I've ever met (and I've met and worked with dozens), but he may remind his directors and managers that when they deal with me they should remember my work history and experience when dealing with me...

the first year the manager who handed me my evaluation had to take it back and rewrite it twice, upgrading all of the ratings, before I would sign it... I realized they had no idea what they are doing... the second year I wrote a two page statement and attached it to my evaluation suggesting improvements management can make in the employee evaluation process... that year the facility was cited by the federal auditors who monitor psychiatric hospitals for their performance improvement procedures (or lack thereof) and the facility had to come up with a plan of correction that included hiring a PI Director to establish policies and procedures and QA criteria... I worked with the guy they hired to develop the auditing system they use to comply with that plan of correction... we used to laugh about how uneducated and inadequate for their tasks the managers and directors are... that guy left last July for a better job, the same month that was the dealine for the original plan of correction for the facility... most of what he initiated has been scrapped... the federal auditors will be back in May... everybody's scared... I bounce between amused and sad for it seems the same all over, the blind leading the blind and believing nobody sees...

meanwhile, the insanity of SPAM continues... since I fascinated you with the boring details of my workplace, I shall now offer you the amazingly exciting numbers that demonstrate just how effective electronic junk mail purveyors and email filters can be...

website address SPAM count,
download 8:45 AM 3/3/05
983 messages, 5.34MB
obviously I was headed for another bouncing mail day had I not gotten Ali to stay connected and download the mail this morning... I know, life just doesn't get more exciting than this J






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