In order to properly understand why goals are important to set for any position within an organization let us briefly examine why organizations seek staff. Staffing is a process of finding, assessing, placing and evaluating individuals within a workplace (Ployhart, Schneider and Schmitt 2). Based on the nature of the organization the staffing process will seek a specific kind of person or people for a job.
In the process of recruiting the correct set of individuals therefore a properly defined set of goals will allow an organization evaluate whether individual performance conforms to the organizational objectives (Ployhart, Schneider and Schmitt 2). For this reason therefore it can be said that the goals that will be defined within this report will help the medical clerk recruited to satisfy organizational objectives.
Goals for medical records clerk
It has already been mentioned that one of the tasks the clerk will be expected to carry out is the extraction of daily charts to be used in appointments the next day. In addition to this a target of 100 charts has been identified to be completed within 6 months. This target can be used to make daily goals that have to be attained by the employee in question.
For example the target of 100 charts in six months suggests a weekly goal of 4 charts. This goal setting procedure is important as it can be used as a measuring apparatus to gauge performance of the candidate (Ployhart, Schneider and Schmitt 39).
In addition to extraction of files the employee is expected to return files on a daily basis into the filing cabinet. Based on the organizational objectives it has been assumed that this will require an ability to file about 90 to 150 charts daily within an hour and half each day.
This suggests that a suitable candidate should be able to return at least chart into the filing system each minute. As mentioned above measurement of performance is essential in evaluating employee performance within an organization (Ployhart, Schneider and Schmitt 39). A goal in relation in this task could be to ensure that no more than 20 charts remain on the desk at the end of each day.
It has also been pointed out that the task requires the clerk to handle between 6 and 8 new intakes daily to be completed within a 6 month period. This suggests that the clerk must quickly become conversant with the procedure of opening new files. This task can be transformed into a measurable goal as it can be assessed on a periodical basis.
In relation to this the clerk will be required to find missing files required for next day appointments. This task requires knowledge of the path a file follows within the organization. The goal for the clerk should thus be to identify possible causes of delays in returning files and suggest solutions to speed up the procedure.
Based on the tasks of the medical clerk one can see that the booking and managing appointments are the main focal point of the organization. For this reason another goal of the medical clerk can be to ensure that there are no conflicts in the appointments for the next day.
To achieve this may require that the medical clerk send out messages such as emails to the doctors responsible to alert them of any tasks scheduled for the following day. This can be included in the daily goals of the clerk and would ensure that each doctor knows about the following days schedule beforehand.
In relation to the filing task it has been noted that the clerk is required to place tags to indicate files that are currently in use and maintain files in their assigned sections. To achieve this may require that the clerk maintains a log of filing activity undertaken each day to allow for easy tracking of documents within the organization.
This can be used as a goal for the clerk requiring the creation and maintenance of a daily log of activity. The accuracy of this log can be used to measure the performance of the candidate based on their ability to properly complete this task.
Ployhart, Robert E., B. Schneider and N. Schmitt. Staffing Organizations: Contemporary Theory and Practice, New Jersey: Lawrence Erlbaum Associates Inc., Publishers, 2006. Print.