15 steps to merging professional lanes when a new hire's path may be leading to your practice
by Cathy Jameson, PhD, and John H. Jameson, DDS
Do you ever wish that life came with traffic signs for more than just traveling? We’ve heard other married people say things such as, “I always thought when I got married, we would become one. And that one would be ME.” That marriage might need a “One Way” sign.
When you hire someone, are you clear enough with the map and focus of your practice that you can give new employees definite directions? When they merge the path of their professional lives with yours, can they get a little nudge or notice here and there to keep them confidently moving in the right direction?
It’s true that no matter how careful you are when you hire new team members, things do not always work out for the best. What matters is building a protocol that helps you do your very best to make the right decision every time. Here are some elements of that protocol.
• If you asked candidates to call the office for more information, have the same team member take those calls each time. Organize a few questions that can be asked of each candidate in a short call.
• The impressions of those calls and answers to those questions need to be documented. The team member taking the phone screening style interviews needs to make a note about each person’s telephone voice. Was the candidate enthusiastic? Did the candidate respond quickly and intelligently? Was the overall impression of the interaction pleasant? Why or why not?
• Have the team member make a note of any questions asked by the candidates.
• Ask the candidates to send resumes and lists of references. Review these resumes carefully. Check for quality, experience, and expected salary to see if you are in the ballpark.
• Invite your favorite candidates to the practice for an interview. If you decide not to invite a person to the office, send this person a letter thanking him or her for their interest. File these for reference.
• When the candidates come to the office, ask them to complete a formal application. Make sure the application is professionally produced by an HR company, while considering your branding value. Completing the application will show if the candidate can think on his or her feet, spell correctly, and write legibly. Plus, all the information on the application will be relevant to your hiring decision.
• Hold an uninterrupted interview. This can be with the doctor or an office manager. However, make sure the doctor at least meets the candidate.
• The interviewer should do no more than 30% of the talking and the interviewee 70%. Ask open-ended questions that let you hear the person’s ideas, his or her way of speaking, and his or her ability to address various subjects. Pay attention to how the interviewee presents himself or herself. The way people take care of themselves says a great deal about how they will take care of your patients and practice.
• Review the position and its responsibilities. A beginning conversation about compensation can take place.
• After all the interviews, have a team meeting to discuss each candidate. Include the entire team in the hiring process.
• Call all references and document their insights. Inquire deeper than what they initially share, and ask for examples.
• Invite your top candidates back for a second interview. Be even more specific about what you expect. Share your mission, vision, passion, and road map. Ask candidates to be clear about the goals for professional direction. Go into detail about the compensation package.
• Some teams invite candidates out to lunch without the doctor. It can be very valuable to have this time out of the office. The team builds trust and camaraderie among themselves, feels part of the hiring decision, and therefore more committed to helping the new hire succeed. This reinforces respect for the leadership of the doctor in a candid and credible way.
• Agree on a candidate and make an offer. Be true to yourself and begin to open the personality of the practice. Be professional and official, with a written offer if needed.
• Once an offer has been made and accepted, orientation and training should take place. You did your best to hire the right person. Now you want to make sure he or she is given a chance to excel in the position.
How you bring this person into the practice and how you prepare the person to be successful in the position can make or break the relationship. Equip the person to speak your language, understand your “road signs,” and succeed in your practice. Remember that the new hire is also making a big decision. Merging professionally is a major event in people’s lives, even among generations that experience more job changes than previous generations. This is not a decision people come to lightly.
Earn respect by making it clear what’s expected of those who travel with you on your journey to success. Make sure a true merge is possible, that your practice will glean from the creativity and skill set of the new employee, and that the new employee will find rewarding opportunity among the leadership and mentoring of your team.
Visit www.JamesonManagement.com, or call (877) 369-5558. Cathy Jameson, PhD, is founder and CEO of Jameson Management, Inc., where John H. Jameson, DDS, serves as chairman of the board. The two have led a team of coaches who offer in-office consulting in dental practices all over the world, as well as lectures, products, events, and more. Email [email protected].
For more on this topic, go to www.dentaleconomics.com and search using the following key words: traffic signs, hiring process, job candidates, Cathy and John Jameson.
15 steps to merging professional lanes