How can you tell if an worker is a good match for your company? How do you judge employee performance? For that matter, is there a specific criterion you should use when selecting who to promote or who to let go?
By survey, personnel-related difficulties are among the 3 primary reasons for stress for employers. And, while Im not an employment attorney and as a consequence am unable to apprise you on the particular laws and regulations of your state or local jurisdiction, there are some fundamental guidelines you can follow that can make these types of issues considerably easier.
You are an Executive
As a business proprietor, you are, automatically, an executive. As such, your mindset about personnel problems must be solidly rooted in the idea that continued employment or advancement is based exclusively on an employees job performance and productivity. It should not wind up being determined by individual friendships, who knows who, or even longevity, for that matter.
You could consider that when you are paying a Schedule Coordinator, you are buying a more productive schedule. If you dont, in return, receive a more productive schedule, then its an unsatisfactory purchase.
Productivity: Criterion for Employee Performance
To use productivity as your criterion, youll have to exactly quantify each persons productivity. This is often hard in a dentist office because employees usually carry out so many different tasks that they arent responsible or answerable for any one specific part. If your employees job description is vague (i.e., to help you or do a little bit of everything), you haven't anything definite to evaluate their job performance by, other than your opinion, periodic individual observation, or perhaps whether you and the other staff members like them.
Its actually very simple: give them a job. Give them something specific that they are responsible for - e.g., production (scheduling), collections, new patients, proper room set-up, and so forth. These are all things that can be measured as a statistic, and you need to keep track of them. If someone is responsible for marketing so as to attract in new clients, note down just how many brand new patients you obtain every week or month on a graph and see if the trend goes up or down. It either is or isnt. It will show you if the individual is doing their job or not. When you do this there isn't any opinion involved. Its a hard fact.
Should you wish to increase the statistics of your business (Who's going to be the audience for the article? Is this likely to communicate? Increase how many patients you service?) and expand as a business, then you would wish to keep personnel that are building or expanding their areas, by statistic. Conversely, what happens if a staff member is consistently causing the production within their area to go down or remain flat/level? And it cant be fixedwell, you'll be able to work out the rest.
Now of course, there's more involved in utilizing this (training and assistance for managers, and so forth.), and we teach our clients everything about this on the MGE Power Program. One of the other variables it is best to understand is that a person has a obligation for being a pleasant team member, arriving when they're due, consistently attending work, and also contributing to a smoothly working workplace. So a decent mind-set and presence on the job are also important. Yet, a nice frame of mind with no work productivity still doesnt cut it.
Look at it this way: Your company is there to deliver services for patients. Enhanced output equals more service. A person that is effective has been doing their part to back up the team. Somebody who isnt (regardless of how pleasant they are) isnt. That doesnt mean that individuals who are not productive are bad. It just suggests that perhaps they arent cut out for your organization. I can think of plenty of people Ive let go that I would have no problem having lunch with. I just wouldnt work with them!
If a persons productivity by statistic is extremely good, they are worth more to the team and should be treated as such. If my Financial Coordinator was, by statistic, an exceptionally high producer and also showed up late to the office one day, there might be very little discipline. However, if they were late and had crashed production for a period of time, you might find me significantly less tolerant.
A Highly Productive Team
A very successful and prosperous practice is made by a highly productive team. And yes, being friendly and getting along with the employees is a good thing, but the primary quality you look for in evaluating your team members performance is invariably production. You evaluate that by hard facts, never by opinion or by how much others like them.
Once you start doing this, you will recognize that it's important that you dont make two people answerable for the very same thing, because you wont know whos really doing it. If theres an error, you might not be able to determine exactly who made it happen. If the numbers climb wonderfully, you dont always know who was the cause, either. Therefore, make one person ultimately responsible for an activity. You should, of course, have employees cross-trained up front, in case someone is out ill or is overloaded. Nevertheless, always make a single individual responsible for every area.
If you manage things according to these tips and always keep employment-related conclusions purely performance-based, it will keep opinions and personalities and reactions out of it and provides you a very clear cut method on the subject of responding to employee concerns; and it helps make this whole matter a lot less stressful.