Minimum essential coverage that satisfies the individual mandate includes coverage under an "eligible employer-sponsored plan," coverage under an employer-sponsored retiree health plan, coverage under certain government programs, such as Medicare, Medicaid, the Children's Health Insurance Program (CHIP) and TRICARE, coverage in the individual insurance market, including a plan offered by an Exchange, and other coverage recognized by HHS, including self-funded student health coverage, and coverage under Medicare Advantage

 

1. Document, document, document. As far as the courts are concerned, if it isn't written down, it's as if it didn't happen.

2. Document training and coaching. In managing difficult people, many managers assume the documentation is to build a case for termination. It is not! It's really to show everything you did to try and salvage the difficult employee.

3. Avoid the word "attitude." Avoid saying something like, "Pat, I don't like your attitude?" It's too subjective and not specific enough.

4. Provide specific examples of the behavior or quality of work you want. Put it in writing for accountability, making goals and objectives clear.

5. Be aware of how you present yourself. When managing difficult people, remember, you are their role model.

6. Be very clear and concise in spelling out the consequences of what could happen if they don't improve.

7. Get at the root cause of what is causing the employee to be difficult. For example, do they simply not like their job? Would they rather be in a different department? Are there personal issues going on with the difficult person that you need to know about?

8. Have follow up performance-related meetings with the difficult employee. For two reasons: First, it's what the courts want to see. Second, it does the employee a great disservice if they make a big turn-around and you don't acknowledge it.

Adapted from an article by Colleen Kettenhofe