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What you should put in personnel files

May 9th, 2012

Employee Personnel Files

Putting the right forms in an employees’ personnel folder does take some time, however, it is hugely beneficial in the long run. Not only do you have all the documents you need in one place but you have them easily accessible when the time comes for performance appraisals, compliance with government audits, in case you need to discharge or lay an employee off and it just generally keeps you on the right side of the law.

What to keep in employee personnel files:
Applicants’ resume, reference and background checks
Job description
IRS Form W4 (Employee’s Withholding)
I-9 Form (US citizenship and work status)
Acknowledgment of employee manual
Performance appraisals
Any forms relating to employee benefits
Next of kin and emergency information
Licenses and certifications
Customer and co-worker complaints
Disciplinary action
Attendance records
Salary records
Records of completion of training
Tardiness records
Any other agreements e.g. employment contract, non-compete agreement
Documents relating to the departure or termination of the employee

What to keep separately:
Medical records: Businesses are legally required to keep medical records in a separate file that has limited access

Other considerations:
Review your employee files at least annually
Your employees have the right to have access to their employee files. A good general rule is that you don’t want to put anything in there that you would not want a jury to see. Avoid any references to the employee’s private life, race, sex, religion or political beliefs.
Employee files should be kept under lock and key with limited access.


Late Patient Strategies

March 20th, 2012

From time to time all practices will run into the problem of what to do when patients are late for their appointments. Obviously, if it’s an unavoidable situation it will be handled with tact and grace, however, some patients are habitually late and it is important to make a point of it but still in a kind and thoughtful manner.

When the patient comes in late greet them with concern, “, I’m so glad you’re here, your appointment was ten minutes ago, we were getting worried. Is everything alright?” There are three possible options at this point; reschedule the patient, do the treatment or an abbreviated version thereof. “I’m not sure that is going to be able to do your treatment today. Let me go back and find out; I’ll be right back.”

Using this strategy and these verbal skills, allows the practice to make a point to the patient in a non-blameful way.


Postop Calls count even more nowadays.

March 5th, 2012

Post-op Calls:
Yup, this really is still number one when it comes to PR and what has an impact on patients. This is the single most important thing a doctor can do to make his/her patients feel really special. Sometimes these calls are delegated to another staff member but, beware, they lose about 90% of their effectiveness and impact when not done by the doctor.

Some guidelines to follow are that the calls should be made at the end of the day before the doctor goes home or from a mobile phone on the way home. Most of the calls will go to voicemail and it’s very rare that a patient keeps you talking even if you reach them. Doctors should call at least 50% of their patients. Preferably everyone who receives anesthetic will be called and this includes the hygienist calling their scaling and root planing patients.

Keep the verbiage simple: “Fred, this is Dr. Smith calling, I’m calling to check in with you to make sure you’re feeling comfortable after your procedure today, (pause—wait for a response). Great. Fred thanks for coming in, we really appreciate patients like you and we look forward to seeing you next time.”


“God I Hate Him!”

January 19th, 2012

I was recently asked to mediate a situation in one of my clients’ offices.  The situation was when the office manager of some 9 years began questioning the clinical judgement of the doctor and it finally culminated in an outburst in front of two co-workers and 3 patients of, “God, I hate him!”

There are so many things wrong with this scenario that I hardly know where to begin.  At this point, it is quite clear, that this employee is not salvageable.  Anyone who expresses such disdain for their employer is past the tipping point of no return and needs for their own sake and that of the practice, to be let go.

I wonder how things progressed down this slippery slope of no return. The only thing that could have salvaged the relationship was communication and this communication needed to start right at the first signs of dissatisfaction and distrust.  Communication may well have resulted in a mutual agreement to part ways, however, it almost certainly would have averted the distractive outburst in front of patients and co-workers.

Talk early, talk openly, talk respectfully.


Inviting Patients Back into the Clinical Area

January 11th, 2012

Happy patientsThe way that patients get invited back into the treatment room cannot be underestimated.

I think back on the times I go to my medical doctor.  The nurse will stand in the door of the reception room, look around somewhat blankly at the faces looking back at her and say, “Janet……..”   It doesn’t make me feel particularly good since I’ve been going to the same doctor for years and have been seen by that particular nurse frequently.

In dentistry, we can’t afford to make the same mistake.  Dentistry is, for the most part, elective.  Furthermore, it’s highly competitive.  The goal of every soignée practice should be to find ways in which to consistently deliver  higher quality of service.  So, with this in mind, find out who your patient is (if you don’t already know) by asking the administrative person who checked him/her in.  Then, walk confidently right up to her in the reception room, introduce yourself and invite her back.

 


Incentives for your Scheduling Coordinator

October 14th, 2011

Today I heard what I think is a brilliant idea.  This comes from a  dentist struggling with holes in his schedule.  He decided to give his scheduling coordinator a monthly $600 bonus.  From that $600, he then subtracted $50 for each opening in his schedule in the month.  The result? A motivated scheduling coordinator who comes in early, stays late and has a packed short call list.  He’s never been busier.

I love the idea.  Talk about a bonus tied directly to that individual’s job description.  Apparently it’s working very well.


Exit Interviews

September 13th, 2011

Exit Interviews

Exit interviews are interviews conducted with the employee who is leaving. The chief goal of an exit interview is to learn the reasons for the person’s departure with the premise that it can provide helpful information of how to improve to the organization. Many organizations ignore the opportunity that exit interviews provide because they have not been performed in the past and it can be a daunting task to implement. In addition, like people, organizations often do not like criticism. Do not allow practice insecurity and defensiveness to become an obstacle to holding them.

It is not mandatory for employees to attend exit interviews nor is it mandatory for them to answer the questions. Accept gracefully if they decline to answer any questions.

Exit interviews provide the platform for the employee to voice their opinions, to feel heard and potentially to leave on a positive note. It should be emphasized that it is up to the employer to keep the meeting positive and to listen more than speak. The interviewer should be reassuring rather than put pressure on the interviewee. A calm, objective demeanor without blame and finger pointing always provides the best outcome. Prepare your topics ahead of time and take notes during the interview. The objective is to make peace, shake hands and leave friends, not enemies.

Exit Interview Questions

What is your main reason for leaving?

______________________________________________________________________

Do you have any other reasons for leaving?

______________________________________________________________________

Is there anything that could have been done sooner to prevent the situation from developing?

______________________________________________________________________

What have you enjoyed about your time with us?

______________________________________________________________________

What has been frustrating or difficult about your time with us?

______________________________________________________________________

Describe the culture of the practice.

______________________________________________________________________

Describe communication within the practice.

______________________________________________________________________

What improvements can the practice make to customer service?

______________________________________________________________________

What improvements can the practice make for its employees?

______________________________________________________________________

Would you consider working for us again in the future?

______________________________________________________________________


Want production? Show gratitude.

August 16th, 2011

So we all know what the studies show and this is that money does not come close in terms of employee satisfaction as praise and feeling valued does. In fact, money, as long as the basic needs are met, comes in about fourth or fifth in the ranking.

Employers sometimes feel that they shouldn’t give praise to employees who simply ‘do their job’. Well, in part I would agree, however, it’s really, really important to give incremental and specific praise. Incremental because, if you wait for them to be perfect, chances are praise won’t happen. If you give incremental praise you encourage them on their journey towards perfection. Specific because it gives them exact information on why they are being praised. Saying “nice job there today” is one thing. Saying, “I really liked the way you calmed that patient down when she was nervous. You made her enjoy going to the dentist for the first time in her life!” Now that’s praise!!


Leadership = Clarity + Consistency

July 26th, 2011

Dental Practice Management

Management isn’t easy; least of all dental practice management. When you’re hunched over a patient, it’s difficult to know how patients in other areas of the practice are being treated by, say, the hygienist, the administration team or how they’re being handed off from one person to another.

Most managers believe that telling people what you want and how duties are to be performed, should be enough. Well, the reality is that most of the time it isn’t. I’ll use the example of a practice I am currently working with to illustrate my point, We spoke about the handoff of the patient to the front by the hygienists or dental assistants. Apparently everybody understood that they should have a three-way discussion with the person at the front desk and the patient and explain exactly what treatment was performed today, what appointment/s need to be scheduled next and gracefully exit with a warm farewell and ‘I’ll see you next time’ to the patient.

Several weeks later I happened to be observing the flow of these handoffs and I was very let down that nobody was implementing these suggestions. And then I realized that two things were missing: clarity and consistency. ‘Telling’ them once just doesn’t make the grade. You’ve got to show them and let them practice and then watch while they are able to successfully duplicate the process. This takes the degree of clarity to a much higher level.

The next key is to consistently observe to make sure the desired standard is being met and implemented every single time. And, of course, praise for incremental improvement.

This focus on clarity and consistency will set you apart not only as a manager but also as a leader.

To your Success!!


EQ or EI (Emotional Intelligence)

June 28th, 2011

According to many articles, 75% of success is determined by EQ while 25% is determined by IQ.  Let’s take a look at what goes into EQ:

  1. Perceiving Emotions:  The first step is to be able to perceive emotions whether they be verbal or non-verbal in nature
  2. Reasoning with Emotions:  Using your emotions to help to prioritize what you focus on and choose to react to.
  3. Understanding Emotions:  The emotions that we perceive can come from many different sources.  Someone may be angry because of something you either said or did or they could be angry simply because they had an argument with their spouse.
  4. Managing Emotions:  Being able to adapt your emotions and to respond accordingly are key factors.

The above traits are, according to Salovey and Mayer, ranked in order of complexity.  So where do you think you rank in your EQ ability?  These are essential qualities for any business owner, dentist or staff member in a dental practice.