If you remember, about 2 weeks ago I wrote about a great new restaurant nearby called 131 Main. I was completely impressed with their customer service. I was so impressed, in fact, that I called the General Manager, John Perkinson to ask him how they did it. John was very generous with his time and information. Ninety minutes passed before I knew it and I was impressed with John's enthusiasm for leading his team. No wonder they're so great, it starts at the top.
He started talking about the interview process, which is where I think a lot of us in dentistry make our first mistakes. The problem is, if you make mistakes here, it's very unlikely to have a successful outcome. Prospective employees go through 3 interviews. By the time they get to John, they've been narrowed down to some very good candidates. When an applicant makes it through to him who shouldn't have, he goes back to the previous interviewers and asks why they passed them through. Often, the interviewers liked the candidate as a person and didn't want to hurt their feelings. How many times have you hired someone because they were nice and ignored the little voice in your head that was saying, "Yeah, but..."?
Once an employee is hired they go through 5 scripted days, always with an experienced staff member. Each day is planned so that the trainee is exposed to the standards of the restaurant and understands what is expected. In our offices, it's sometimes hard to do that because we often are running thin on employees as it is, but is it fair to expect someone to just pick things up as they go? John or another manager talks to the trainee every day and gives them immediate feedback. Don't wait for the 90 day probation period to end before giving feedback, give it daily to help ensure success.
John suggested giving an applicant situational problems that they will encounter and that other have struggled with, and seeing how they'd handle them. He feels that the culture that you have built in your practice will help lead you to the questions to ask a new applicant. Don't be embarrassed or think something sounds silly. If something is important to the culture of the practice it is imperative to ask questions that help you determine whether the applicant will fit into that culture.
"Be tough on standards, not on people." I told John I was going to quote him on that because it's such an important point. People don't come to work hoping to do poorly, so don't beat them up when they make mistakes. Instead, focus on correcting mistakes or behaviors and reinforce that as needed. As John says, "If they can't take constructive criticism, they don't need to be here." I know I've often felt hesitant to give feedback for fear of an employee walking out. I worry about turmoil in the practice and patient perception. Patients often don't realize there's more that goes on behind the scenes and that the person who is so nice, may be struggling to perform even simple tasks correctly. Often, a person who does not have the ability to handle feedback would rather just leave. John talks about the fact that the new employee will often push back when criticized, but says that being consistent will often get good results.
He says that everyone on the team challenges each other and that if someone just doesn't perform, they will often leave because the staff will pressure them to improve. That is so important in our practices. I always remind our staff that the practice culture requires their participation if it is to remain intact. If they see a new employee struggling or doing something incorrectly, they should help her and show her how to do it right. I also expect them to spend time teaching the employee about what they do and how they can help and enhance each other's care of our patients.
Finally, reward good performance. Be on the lookout for it to increase dedication and loyalty to the practice. It doesn't take much. Just knowing that someone noticed extra effort will help ensure that it's repeated. I'm planning to make up some WOW cards to hand out to staff whenever I catch them doing something good or when someone comments on something outstanding that they've done. When they have five cards they can turn them in for a reward. I've already got some nice soaps and Marble Slab gift certificates ready and waiting.
Talking to John made me realize that it takes effort and preparation on the part of management to help our employees excel. That's what we are here for. Serve by leading well so that you can increase service to patients and make your practice a practice of excellence.
If you remember, about 2 weeks ago I wrote about a great new restaurant nearby called 131 Main. I was completely impressed with their customer service. I was so impressed, in fact, that I called the General Manager, John Perkinson to ask him how they did it. John was very generous with his time and information. Ninety minutes passed before I knew it and I was impressed with John's enthusiasm for leading his team. No wonder they're so great, it starts at the top.
He started talking about the interview process, which is where I think a lot of us in dentistry make our first mistakes. The problem is, if you make mistakes here, it's very unlikely to have a successful outcome. Prospective employees go through 3 interviews. By the time they get to John, they've been narrowed down to some very good candidates. When an applicant makes it through to him who shouldn't have, he goes back to the previous interviewers and asks why they passed them through. Often, the interviewers liked the candidate as a person and didn't want to hurt their feelings. How many times have you hired someone because they were nice and ignored the little voice in your head that was saying, "Yeah, but..."?
Once an employee is hired they go through 5 scripted days, always with an experienced staff member. Each day is planned so that the trainee is exposed to the standards of the restaurant and understands what is expected. In our offices, it's sometimes hard to do that because we often are running thin on employees as it is, but is it fair to expect someone to just pick things up as they go? John or another manager talks to the trainee every day and gives them immediate feedback. Don't wait for the 90 day probation period to end before giving feedback, give it daily to help ensure success.
John suggested giving an applicant situational problems that they will encounter and that other have struggled with, and seeing how they'd handle them. He feels that the culture that you have built in your practice will help lead you to the questions to ask a new applicant. Don't be embarrassed or think something sounds silly. If something is important to the culture of the practice it is imperative to ask questions that help you determine whether the applicant will fit into that culture.
"Be tough on standards, not on people." I told John I was going to quote him on that because it's such an important point. People don't come to work hoping to do poorly, so don't beat them up when they make mistakes. Instead, focus on correcting mistakes or behaviors and reinforce that as needed. As John says, "If they can't take constructive criticism, they don't need to be here." I know I've often felt hesitant to give feedback for fear of an employee walking out. I worry about turmoil in the practice and patient perception. Patients often don't realize there's more that goes on behind the scenes and that the person who is so nice, may be struggling to perform even simple tasks correctly. Often, a person who does not have the ability to handle feedback would rather just leave. John talks about the fact that the new employee will often push back when criticized, but says that being consistent will often get good results.
He says that everyone on the team challenges each other and that if someone just doesn't perform, they will often leave because the staff will pressure them to improve. That is so important in our practices. I always remind our staff that the practice culture requires their participation if it is to remain intact. If they see a new employee struggling or doing something incorrectly, they should help her and show her how to do it right. I also expect them to spend time teaching the employee about what they do and how they can help and enhance each other's care of our patients.
Finally, reward good performance. Be on the lookout for it to increase dedication and loyalty to the practice. It doesn't take much. Just knowing that someone noticed extra effort will help ensure that it's repeated. I'm planning to make up some WOW cards to hand out to staff whenever I catch them doing something good or when someone comments on something outstanding that they've done. When they have five cards they can turn them in for a reward. I've already got some nice soaps and Marble Slab gift certificates ready and waiting.
Talking to John made me realize that it takes effort and preparation on the part of management to help our employees excel. That's what we are here for. Serve by leading well so that you can increase service to patients and make your practice a practice of excellence.