Medesthetics

JAN-FEB 2013

MedEsthetics magazines offers business education and in-depth coverage of the latest noninvasive cosmetic procedures for physicians and practice managers working in the medical aesthetics industry.

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EMPLOYEE RETENTION Get Rid of Underperformers It may seem incongruous to talk about employee retention while also suggesting that practice owners cut certain employees. But retention truly is about hanging on to the best associates. If you have individuals on your team who are holding you back, adversely impacting your patient care or slowing down organizational operations, it���s time to show them the door. According to Shorr, ���a great doctor should have a great team that is always one step ahead of his next move.��� Does this describe every member of your organization? If not, you may want to re-evaluate your team. If you are aware of shortcomings, it is likely that other team members are experiencing frustration as they deal with work that needs to be corrected, regular absences or difcult personalities. Don���t let an underperformer drive valuable team members to seek out other opportunities. Talk to Your Employees One of the best steps you can take in letting staf members know that you value their work is to keep your fnger on the pulse of your organization. Engage regularly with every member of your team. Take employees to lunch. Schedule a few minutes to sit with associates and understand their jobs, challenges and goals. It is very easy to get wrapped up in daily appointments, surgeries and pressing practice management concerns, from the moment you set foot in your ofce to the second you leave for the day. But, if you can take just a little time each week to talk to your team members and express your appreciation for their 52 JANUARY/FEBRUARY 2013 | MedEsthetics time and contributions, it will pay of in less turnover, better patient care and more conversions. ���Employee retention will always be a problem as long as the employee is underappreciated, undercompensated, and does not have any future direction, goals and chances for advancement,��� says Shorr. Avoid Restrictive Policies Just as it is important to talk with your associates, it���s also imperative to not have too many rules in the rulebook. Some practices put in place an oppressive set of policies that cause employees to become bogged down in attempting to comply with every rule rather than focusing on the essence of their jobs. Some policies are absolutely necessary, such as attendance and dress codes. But is it absolutely necessary that every employee be required to wear scrubs���even the receptionist? Do you need a policy spelling out how much time associates can spend on personal phone calls or checking their Facebook statuses? In a small ofce, are signed time cards crucial to the operation of the practice, or can your one or two employees simply work on the honor system? After all, you will know when they are not present. Schedule a few minutes to sit with associates and understand their jobs, challenges and goals. Offer Competitive Compensation It can be quite frustrating for practice owners when an employee leaves for more money. But consider this tip from Shorr: ���Many medical practices do not pay their staf competitively. To lose an employee over $.25 to $.50 an hour is one of the most defcient business decisions a medical practice can make, since it costs so much to hire and train a new employee.��� Look at your pay structure. Are you still paying the same wages you were fve years ago? Do you institute across-the-board pay increases, or do you provide merit increases for those who go above and beyond? Te problem with giving every employee the exact same pay increase is that your star performers will �� ISTOCKPHOTO.COM Tere are many reasons why an employee leaves an organization, some of which you have no control over. Family emergencies or obligations may take staf members away on a short-term or long-term basis. Spouses take jobs in other states, or an employee may wish to stay home for the frst few years of a new baby���s life. Tese are unavoidable circumstances. But for those areas that you can control, it is critical that you maintain solid managerial practices.

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