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Creating an effective job description

Credentialing Resource Center Connection, October 30, 2008

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Sally J. Pelletier, CPMSM, CPCS, is a consultant with The Greeley Company, a division of HCPro, Inc., specializing in the areas of credentialing and privileging.

Dear credentialing colleague:

It's time to revise your job description so that it accurately and appropriately defines “that thing you do” and includes the management functions you perform every day as an MSP. A recently developed educational program presented by Carol Cairns, CPMSM, CPCS, and Donna Goestenkors, CPMSM, at the annual NAMSS conference taught participants best practices in developing job descriptions and instructed that in order to elevate the position to an appropriate grade or level (whatever the setting—CVO, managed care organization, hospital, or another setting) specific roles, responsibilities, and functions performed must be correctly described in management terms. Typically, the functions performed require excellent communication and leadership skills, innovative problem solving, creative resolution, and resourceful implementation. The following are examples of the types of management undertakings routinely performed by MSPs:

• Planning
• Organizing
• Staffing
• Directing
• Controlling
• Implementing

The following two statements oppose a good with a better approach to describing the key role MSPs have regarding accreditation and regulatory requirements:

Good:  Knowledge of accreditation and regulatory standards related to credentialing and privileging.
           VS.
Better:  Assures compliance with accreditation (Joint Commission, NCQA, American Osteopathic Association Healthcare Facilities Accreditation Program, etc.) and regulatory requirements (Centers for Medicare & Medicaid Services and state requirements) as applicable, related to medical staff, credentialing, privileging, and competence assessment of privileged practitioners. 

Clearly, the second description is better than the first because it exemplifies the importance of the role of the MSP by distinguishing that compliance with accreditation standards and regulatory requirements is a vital area of accountability for the position.  Key functions must accurately describe responsibilities and accountabilities so those who “don’t know” will understand!

When reviewing your current job description, identify areas that inhibit your ability to achieve appropriate recognition for the critical role that you serve in the healthcare arena. We’re all aware of the recommendation to “dress for success” by emulating those in higher positions. It is critical that job descriptions for MSPs also emulate those of higher positions. In addition to revising your job description to depict functions in management terms, analyze your job description with an eye towards eliminating the type of tasks that you would not find in management descriptions. Examples of such tasks are:

• Answer the phone
• Cover for administrative assistant
• File confidential documents
• Attend meetings and take minutes
• Assure adequate refreshments in doctor’s lounge

You may access sample job descriptions on The Greeley Company Website for:

• Director/Manager MSSD
• Director/Manager MCO
• Director/Manager CVO (To access this information, visit http://greeley.com/services.cfm?topic=WS_GRL_MOS. The username: “greeley” pass code: “namss.”)

Thanks to Carol Cairns for her passion in making sure that this program was developed  and to both Carol and Donna for their input and effort in the development of both the program and the sample job descriptions. If your State Association is interested in a presentation of this program, please contact Associate Editor Emily Berry at eberry@hcpro.com for more information.

Remember, credentialing has no other master than the patient.

That’s all for this week.

All the best,

Sally J. Pelletier, CPMSM, CPCS
http://www.greeley.com/consulting.cfm

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