HIRING PEOPLE IS AN ART, NOT A SCIENCE, AND RESUMES CAN’T TELL YOU WHETHER SOMEONE WILL FIT INTO A COMPANY’S CULTURE.” ~ HOWARD SCHULZ
Now, more than ever, building a great team is one of the most prominent challenges leaders face. Cultivating a cohesive team is critical to the success of a practice. Successful entrepreneurs find the right people by following an organized, systematic approach for hiring. If key steps are omitted, wrong candidates are hired just because they are breathing. We have heard that statement too many times. Statistics show that it costs a business a minimum of one and a half times an employee’s annual salary to replace hires that are not the right fit. Hire right the first time!
FIRST: UNDERSTAND HOW PEOPLE ARE HARD WIRED
After extensive research, Professional DynaMetric Programs (PDP), www.pdpglobal.com, a worldwide leader in top-of-the-line behavioral assessment solutions for businesses, has defined the four essential behavior traits as Dominance (take charge), Extroversion (people), Pace (patience), and Conformity (systems). Each trait has high and low behavioral intensities. One of these four high traits will be a person’s strongest and dictate 50-70 percent of their natural behavior and responses. It is almost like people come from four different “planets”; each “planet” has its own natural way of behaving and communicating, which will impact the success or failure of that person in a particular job.
SECOND: FOLLOW A SYSTEM
Have a written job description.
Write an effective ad.
Find applicants.
Have applicants email resumes to the office.
Narrow your list of applicants through a telephone or virtual interview. A good match can quickly be determined before spending time on an in-office interview.
Initial In-Office Interview
Hire based on behavioral strengths and traits, not only skills.
Always check references
Describe your perceptions and observations of the applicant to determine if they are correct.
Perform a criminal background check.
Conduct a skills assessment interview.
Ask the team’s opinion about hiring the applicant.
Make certification verification a condition for employment.
HIRING
After the applicant accepts the position, have them complete all required personnel records. Employee files should be kept in a locked file.
Orientation for the New Employee
Introduce them to all team members.
They must be made to feel welcome and part of the team.
Have them read the Employee Manual and sign a statement that they have read and agree with the office policies.
Review salary and benefits package.
Share and discuss the practice Patient and Team mission statements, what they mean and how to live it in the office.
Communicate the practice culture; who is in charge of what, who they report to, attitudes and communication expectations, along with your practice philosophy and beliefs.
Review the written job description.
Encourage Team Relationships
Arrange to have different team members who will be working closely with the new employee go to lunch with them and have them check in regularly.
Training the New Employee
Create a list of duties for which they must be proficient. Mark the duties off as the employee demonstrates the acceptable ability.
Assign a well-trained veteran staff member to instruct the new employee, answer questions, and check progress.
Use the method; Tell, Show, Do
Regularly Coach the New Employee
Schedule a 5-10 minute debriefing with the new hire at the end of each day for the first two weeks and every other day for weeks three and four. The doctor and office manager should conduct a 30, 60, and 90-day review.