APR 2018

MedEsthetics—business education for medical practitioners—provides the latest noninvasive cosmetic procedures, treatment trends, product and equipment reviews, legal issues and medical aesthetics industry news.

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Page 24 of 68

22 APRIL 2018 | Med Esthetics THE FIRST DAY On the employee's start date, the owner or manager should be available to greet the new employee, introduce the orientation buddy and give a tour of the practice, including where to fi nd supplies and equipment. Introduce your newest team member to their work area, as well as the email, computer and telephone system, if appropriate. Provide a printed "welcome packet" that includes the job description, a welcome letter, your employee handbook, a list of contact names with email addresses and phone numbers, mission statement and any other pertinent information. If keys, keycards, IDs or business cards are necessary, they should be provided at this time as well. The orientation buddy should introduce the new hire to all staff members and plan to take him or her to lunch on the fi rst day. This is an overwhelming amount of information for a person to absorb (especially a new hire, who is likely to be nervous), so put as much in writing as possible for future referral. Videos, training resources and software guides are also helpful. Providing new employees with a way to contribute from day one is a great way to help them build confi dence and feel like part of the team. So give new employees a fi rst work assignment, along with a clear explanation of the expectations and a contact to reach out to with questions. Then schedule a time to check in the next day. BEYOND DAY ONE Over the fi rst few days of employment, discuss and schedule any required training. Schedule meet-and-greets with managers or team members from other departments that the employee will interact with on a regular basis. The manager and/or orientation buddy should informally check in with the new employee several times each day for the fi rst week or so to make sure things are going well, then scale back to touching base less often. At each check-in, encourage them to ask questions. Continue to provide work assignments with achiev- able, short-term goals to build confi dence and help your employee become more comfortable in their new role. To reinforce your practice's culture, explain why you do things in a specifi c way. For example, "We do this to make sure the patient is comfortable," or "This helps us maintain the quality of our products." At the end of the fi rst week, the manager should take the employee to lunch to check in and see how they are faring in their new position. Implementing an effective onboarding program takes time and effort, but the rewards to the practice in terms of team performance and employee retention are well worth the effort. Cheryl Whitman is founder and CEO of aesthetic business consulting fi rm Beautiful Forever. Contact her at 561.299.3909, This is an overwhelming amount of information for a person to absorb, so put as much in writing as possible. © GETTY IMAGES Provide each new employee with a welcome packet that includes a job description, welcome letter and employee handbook. BUSINESS CONSULT

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