Finding and hiring staff is no less than an unpleasant experience for most small business owners. Couple that with training and then hoping the person does a good job… well let’s just say the odds are stacked against you.
So how can I make it better for you is what you might be asking yourself about now? The answer is by looking within before looking for your next team member. A much deeper answer than you likely was seeking.
But it’s true.
If you look at yourself and change the mentality you are using when searching for your next employee, everything else will fall into place. Most small business owners are looking for the ‘experienced pro’ at a great price to fill the position.
This is where it already goes wrong.
Let’s look at hiring a chiropractic assistant (C.A.) for a front office position in an insurance or cash practice as an example.
Most chiropractic small business owners would love to hire a C.A. with 10 years of experience in the same job description the owner is trying to fill.
I believe this is a mistake and have proven that it is time and time again in my practice management role of consulting chiropractors on training staff and how to do what they should have done before ever seeking that next employee… Create a Job Description and Operations Training.
And it cannot just be one or the other – it must be both.
A job description tells the employee or prospective employee exactly what will be expected. This should include everything but the kitchen sink that is or remotely could be part of their job description.
Chiropractor Brainerd often uses a term called ‘positional conformity.’ I am not sure if he invented that term but there is nothing truer than its existence. It says that a person will quickly position their work speed and efficiency so that whatever is expected fills the entire day leaving room for nothing else.
By outlining expectations in a job description and including them all in a single work day or week, you start the employee off doing what you need to get done. You can always eliminate a task much easier than you could ever add one.
The second mistake that is even more damaging than not setting expectations is a lack of direction. Relying on the previously learned skills – or worse yet, the God-given talents – of any employee is asking for a poorly executed position.
With well-written operations training in place, you will be hiring a person not based on their learned skills in the position but rather attributes such as the following.
– A positive attitude about life and learning
– A desire to help others
– Nice manners
– Clean, neat appearance
That is about it.
Unless their history includes embezzling money, you really shouldn’t be, or at least no longer need to be, too interested in it.
What you should be concerned with is the prospective employee coming off, and being confirmed by a couple of past employment verification calls, as someone who has excellent customer service skills and is dependable.
What you really do not want is someone who has learned a way to perform or complete the tasks that you are hiring them to do.
Your operations manual will handle all of that just fine as long as it is written as ‘systems.’ Whether your office is an insurance, cash or membership practice, all tasks and responsibilities in the office should be based on systems which means everything that can be orchestrated is orchestrated.
With an office run based on systems that are proven to work, whether you are in the office or in Hawaii you will know what is being done and said in almost every scenario from a new patient entering the office to the chiropractor’s report of findings protocols and even signing patients upon memberships.
By hiring and training employees predicated and driven by a job description and defined operations, you are removing the need for an employee to figure out how to do anything.
This leads to a predictable outcome with almost every procedure, which further leads to a consistently excellent experience for the customer.