Finding,Hiring,andKeepingStrongTEAM

MembersPEPWebinarOctober2019

ship”But, without the right TEAMYou are the

“Captain of the You may be the captain of the ship

Itkeepsbecomingmoredifficulttofind:

“GoodHelp”• individualswithsolidworkethic• anyonewhoispunctualordoesn’tcontinuallycallout

• keepvaluableemployeeswhenbiggroupsandhospitalsareofferingsomuch

• peoplewhowanttolearn• loyalty

MostemployeeswillfitintoONEofTHREE

categories:

1.Thosewhopunchinandout(andnotmuchelse)

2.Thosewhoperform,fulfillingtheminimalexpectationsoftheirjobdescriptions.

3.Thosewhoaretheretoworktowardsthesuccessofthepractice,andcontributeasanintegralpartofyourTEAM.

AvoidingCategories

ONEandTWO

• Theteamofstaffmembersyoucreate,canandwilleffecttheentiredynamicofyourpractice.

• Choosecarefully

• Patientfirstimpressionsare influenced bystaffbeforetheyever meet you.

Hiring:Who/Whatareyoulookingfor?

• Isitastraightforwardpositionoronethatinvolveswearingmultiplehats(example:amedicalassistantwhowillworkatthefrontdeskonedayaweek)?

• Doyouneedsomeonephysicallyintheofficetoperformtherequiredtasks(ordoyouneedavirtualassistantwhocanwork behindthescenes)?

**Outsource(reducethe hormone levels in your practice)**• Doyouhaveanactualjobdescriptionorareyoujustgoingoffwhatthepreviousemployee“did”(ordidn’tdo)?

Tasklists/jobresponsibilities

• Maketheseasdetailedaspossible• Askyourexistingstafftoassist(keepingtrackoftheirdaily,weekly,monthlyresponsibilitiesandtasks)• Couldyoutakesomeofthemoremenial/timeconsumingtasksawayfromlongterm(morevaluable)teammembers(orevenyourself)andcreateanewposition“administrativesupport”• Usedelegationasatooltoincreaseproductivityamongstyouandyourteammembers.

Disruptionofyour“workfamily”

• Manytimespracticeswillrunshortstaffedoutoffear.• Bringinginastrangeranddisruptingthecurrentdynamicisscary

• Continuingtopracticethiswaywillcauseshortandlongtermdetriment(topatientcare,complianceandrevenue)

• Keeping less than productive employees will drag youdown

• Currentteammembershavetobeencouragedandremindedthatmorehelpisrequiredforthepracticetosucceed• And to be helpful and respectfultonewhiresastheyarelearning

HireisaFOURletterword

• Castyournet**• Bespecificbutnotcloseminded• Lookforindividuals withtheabilitytolearnandwhopossesspositivecustomerserviceskills• Beweary of those employedorpreviouslyemployedbyDPMS!

Placinganad

• Whowantstosearchthrough600resumeswith“sandwichartists”andlaundryspecialists??

• SiteslikeIndeed,ZipRecruiterandLinkdin Businesswillhelpyoutonarrowyoursearch

Donotmakerashdecisions

Being short staffed can cause you to hire

carelessly

Don’t jump at the first “eligible”

candidate without doing your due

diligence.

Glance through applicants and

quickly weed out individuals with:

Gaps in employment

Bouncing around jobs and fields

(without reasonable explanation; moving,

etc.)

No professional references

No dates No academics noted Grammar and spelling errors

No cover sheet Lying **

Manyonlinejobmatchplatformsoffersassessmentstohelpyounarrowyourselection(thiswillweedouttheliars)

Applicantsarecategorizedbyproficiencylevel

Don’tbeafraidtoaskaround...

Your patients, your current employees, your barista at the local coffee shop may know someone who is looking for work.

Customer Service is the #1 skill you are seeking; good waitstaff, bartenders, sales clerks possess these

Many potential candidates are looking for part time (between 20-30 hours a week)

Job sharing may be the remedy to always being short handed

(no overtime or benefits, more coverage when employees are out, cross training)

Setupinterviewsbasedon:

Who displays professionalism

(on paper)Has a consistent

work history

Performed at at least a proficient

level on assessment

Who is responsive in a timely manner

(within 24 -48 hours; they may not know they

have applied for your position**)

Following a positive phoneinterview:

Set up

a specific time for the in person interview (2:40 p.m. on Tuesday )

Ask

them why they are leaving or left their most current job

Tell

them the truth about your practice (it’s hectic at times, high population of elderly patients, wound care, etc.)

Don’t ask

questions like: “What are your weaknesses?’”• “I put too much of

myself into my job”

Getcreative

Because you cannot ask questions regarding family life, etc. offer up your own information (if the interview is going well).

“Are you somewhat flexible with your availability? I ask because our clinic hours are not the same Monday through Friday. On Wednesdays we start patients at 7:30 a.m. and end at 3:30 p.m. as I have to relieve my mother-in-law from babysitting duty. My husband and I have two small children and are very fortunate to have family around to help.”

This should prompt a response about their domestic situation

Don’tdiscriminatebutthinkaboutit...

• 3childrenundertheageof10,2inschooluntil3:00(unlesstheyaresick,it’saholidayorvacation)andtheotherindaycareposesahighriskforemployeescallingout• Potentialemployeeswholive20+milesfromtheoffice(dependingondemographics)maythinkthecommutewon’tbeanissue,butitmaybecomeone.

Ghostingisreal!

Set up multiple calls and then interviews back to back

More than 50% may not call or show

It is a positive for a potential candidate to present for an interview and see others there for the same reason

Unless they call or email with a reasonable explanation for missing the interview, do not communicate further

PhysicalAppearance• Ifyourapplicantarrivestotheinpersoninterviewwearingaminiskirtandflipflopsbecordial,keeptheconversationbriefandthankthemforcomingin.

”Don’tcallus,we’llcallyou.”

Providescenariosandseehowtheyrespond

Patient checks in and has a large outstanding balance. You politely greet the patient and ask how they would like to pay their balance. The patient becomes irate and starts making a scene in the reception area.

Test out their customer service skills (especially if they boast about them in their application and resume’).

Discusshourlywage/salary(andbenefitsorlackthereofearly

• Beupfrontaboutthehourlywage• Thisdoesnothavetobethesameforeachcandidate(basedonexperience,needforbenefits,etc.)• Aprobationaryperiodofatleast90daysshouldbediscussedwiththeopportunityforincreasedwagebasedonperformance• Ifyourpracticeisneworgrowing,explainthatasresponsibilityincreasesandskillsimprovesodoespotentialforpromotion(increasedwage)

Yougetwhatyoupayfor

Callreferences• Eventhoughthereferenceisonlyrequiredtoverifyiftheapplicantwaspreviouslyemployed,youwilloftengainasenseofvaluefromabriefcallorcommunication..• “Yes,Janetwasemployedherefor3years.”• “Ohmygoodness,Janetwasthemostloyalandhardworkingemployee.Weweresosadwhenherhusband’scompanyrelocatedandshehadtomove.”

Checkthemout...

ON SOCIAL MEDIA SITES

HAVE THEY BASHED PREVIOUS EMPLOYERS?IF THEY HAVEN’T UPDATED YOU CAN SEE WHERE THEY REALLY WORKED PREVIOUSLY

ARE THERE DRUNKEN PICTURES, PROFANE LANGUAGE OR LOTS OF QUESTIONABLE “FRIENDS”

Knowtherules

State regulations vary

Do not run a background or credit check until you have offered employment

Do not run a drug test until you have offered employment

If you run them on one applicant you must run them on all!!!

THINKHRisaresourceavailabletoyouasaPPAaffiliatedpracticethroughKeaneInsuranceGroupatnocost).

• Ifyouneedtosetupafreeaccountemailcindy@pinnaclepa.com andarepresentativewillcontactyou.

mailto:cindy@pinnaclepa.com

VolunteerTime

If the in person interview goes well, ask them if they mind

“hanging out” for an hour or two to get a feel for the office

(what types of patients are seen, call volume, conditions

treated – especially if hiring for the back office).

If they are too chatty, not friendly to your patients, don’t

ask questions, or pass out when they see an ingrown toenail, thank them for coming and

move on. . .

Investthetimeandstresstheimportanceoffirstimpressions/yourpractice

reputationduringtraining

Patients will encounter a number of staff members before they ever meet you.

Scheduling staff (initial phone call to book appointments), front desk reception (the first “physical” encounter with the office),

the back office assistant (who evaluates and prepares the patient to see you)

Developadetailed,consistenttrainingstructure

Create aformalTrainingManual

• Onpaperorbetterifdigitalized(sharedGoogleDrivedocuments,spreadsheetsandforms)

SmileJ SmileJ SmileJYourgreetingshouldtellthecustomer,“Iamgladyou’re

here!”Greetthepatientassoonasheorshecomestothewindow!!

Examplesofwarmgreetings:“Goodmorning!HowcanIhelpyoutoday?”

“Hello,howisyourdaygoingsofar?”WhatcanIhelpyouwithtoday?”

“Hi,wehaven’tseenyouinawhile!”“Goodafternoon!Whatcanwedoforyoutoday?”

Beginwiththebasics:GreetingPatients

TelephoneEtiquette

• AnswerbytheTHIRDring• Answerwithyournameandafriendlygreeting• “GoodmorningCenterforAnkleandFootCarethisisCindy,HowcanIhelpyou”

• Smile,thecallercanhearyoursmilethroughthephone

• Speakslowlyandclearly• Neverchewfood,gumordrinkanythingwhileonthephone

• Askpermissionbeforeplacingacalleronhold

• Donotbenegative• “Ican’tscheduleonFriday”• “Idon’thaveanythingthatday”

• BePositive• “Mynextavailableis”

• Beincontroloftheschedule• Donotleaveappointmentoptionsopenended

• Alwaysthankthemforcalling!

SchedulingAppointmentsImperativequestionstoaskwhenapatientcallsto

schedule:

1. Patient’snameAskthemtospellitandrepeatitback2. DateofBirthRepeatitback3. Bestnumbertoreachthem/remindthemoftheir

appointment4. Emailaddress– remindthepatientthatthe

informationwillnotbesold5. Insuranceinformation– includingID#andifreferrals

areneeded6. Reasonforvisit– LISTENtotheproblem7. Officelocation(preference)

Apictureisgreatbutscreenshotsarebetter!

Frontdesktrainingmanual

Populatethefieldsbyfillinginthefollowing:

• Address• City,State,ZipCode• PhoneNumber(besttoconfirmappointments)• Sex• EmailAddress• DateofBirth

Schedulingappointments

ProcedureSetUps

PostOperativePack“PostopPack”

IngrownNailPack

• 4Gauze• 1KlingbandageRoll

• 3WoodSticks• 4Gauze• 1RubberBand

NailCare• SterileNailClipper•Monofilament• Gauze• Alcohol• Burr•Dremel•KnifeHandleEverytime•Blade15and10Everytime

**Ifthepatienthascornsorcallous**

• Scalpel• Blade10or15

IngrownNailAvulsion• Phenol• Curette• Spatula• EnglishAnvil• Forceps(2)• Lidocaine• 5ccsyringe• Needles

•181½•251½

• Coban•Nailpacksterile

• 4Gauze• 3WoodSticks• RubberBand•Phenol

Scripting/Don’tleaveanythingtochance

It is important to have a script for the most commonly asked questions and for explaining products, services and treatments.

All team members should be trained on scripts.

The best way to learn is to role play.

Have a “Price is Right” session

Putasmuchdetailasyoucan

Even items that you may think are self explanatory, are NOT

Never assume that a new staff member understands a concept

Many people are “Yes” men/women

Some may be intimidated and not ask questions

Formalizing the training process will assure uniformity and improved patient care.

Shadowing–FlyontheWall

Encourage note taking and time for discussion of questions after shadowing

Allow your new hire to “connect the dots” and become familiar with the happenings of each area in the practice

Especially the DPM

Every position in the office

The final step to training should be shadowing

Your Work “Family”• As a “Newbie” or a “Seasoned Veteran”. . . • Our work environment is equally as important as our home life.

RESPECT...TheGrassisn’talwaysgreener.

“FrontOffice” “BackOffice”

Job Description vs. Actual Responsibility

Ifyouhaven’tinawhile ...(orever)

Have you team members take some write out everything they do (are responsible for) on a daily/weekly/monthly basis

Have

Compare these lists to determine if re-distribution of responsibilities is neededCompare

Take detail/time into consideration rather than number of designated tasks. Take

MeetFrequently

• Don’tletsmallissuesbecomeBIGproblems• OrganizefrontandbackofficemeetingsseparatelyandthenholdTEAMmeetings

• Setameetingagenda• Taketurnsrunningthemeeting• Meetingsshouldbeginwithprogressreportsincelast• Doctorsshouldbeinvolvedwheneverpossible

Can’twealljustgetalong?

NOT ALWAYS!!

Stick to Policy and Procedures (Employee Handbook)

Update Policies frequently and review changes together

KeepingyourTEAMMotivated

• Findingnewstaffisdifficult,timeconsumingandexpensive.• Payingattentiontoperformanceandtheneedtomakechangeswillmakeallthedifference.

Motivationdoesn’talways=

OnceyouhavecreatedaTEAMofstaffmemberswhoarethereforyouandthesuccessofyourpractice,howwillyoukeepthemthere?

• Raisetheirhourlyorsalaryamountyearly,RIGHT??

• Notalwaysthecase...

Motivation through appreciation...

• Findoutwhatmakesindividualstick.• Ticketstobaseballgames,concerts,etc.• Giftcardstolocalrestaurants• Dunkin’Donuts’loadedgiftcards• Monetarybonuses• Additionalpaidtimeoff• Cateredlunchesordinners• Hand written thank you notes• Bonuses based on goal setting

Personalizationmatters• Ifyourstaffisappreciatedthroughpersonalizedmotivationtactics,theywillappreciateyouandworkhardertowardsthesuccessofyourpractice.

PayAttentiontoDetails(or

havesomeone

remindyou)

• Employment Anniversary Dates

• Birthdays

• Birth Announcements

• Milestone Achievements

• Small details that let them know you care

CelebrateHolidays

New Year’s Eve A Hand Written Note with a Bottle of

Champagne Thanksgiving Gift card to grocery store

Christmas/Hanukah/Kwanzaa/etc. Gift card with a note “hoping that Santa is

extra good to you this year.” – Or Hanukah Harry. . .

Create a DREAM TEAM

and you will achieve. . .

But never say things are going well with staff out loud;)

A new member benefit!

THANKYOU!

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