Increase Employee Morale, Empower Your Staff, Build Your Practice

Your employees are the backbone of your practice. A strong, dedicated and loyal staff translates into a thriving business. But how do you instill loyalty and appreciation into a group of very different and distinct individuals?

A staff-driven practice – where everyone understands their roles and works together toward a common goal – starts with you, the owner.

You have to empower your staff, and empowerment comes when your employees understand their roles at your practice and are thoroughly equipped to perform their duties.

Job Function

The first step in staff development to supercharge your practice is implementing a detailed system of job descriptions and duties. Your employees must know why they’re at your practice – besides collecting a pay check. They have to know their purpose, and purpose brings clarity and drive.

Wayward employees with no clear picture of what they’re supposed to do lead to a weak workforce of staff with other matters on their minds. Their focus isn’t on their jobs because they’re not sure what their jobs are.

A comprehensive understanding of their functions at your practice arms your employees with ambition and drive. Staff preparation and training produce direction and fulfillment.

Job descriptions that delve deep into employees’ roles and functions helps develop a sense of destiny. They recognize they’re in charge of their individual success and that their hard work will produce results.

The Receptionist

Take the receptionist. Amanda was hired to fill an open position a month ago. She was given some paperwork and some brief instruction on what she was supposed to do. She was provided with little training, recognition or direction. Her manager’s expectation for her was to hit the ground running. After all, her resume detailed extensive experience in patient relations.

Amanda isn’t familiar with your office. She doesn’t really know anybody and sometimes she feels she’s being a burden if she asks questions. So, she keeps to herself. She’s not part of the cliques and she miserably plods through her workdays – always with a smile.

Meanwhile, her manager is wondering why her work isn’t being done correctly, on deadline and why some work is just being completely overlooked. She gets counseled about neglecting her work but still doesn’t receive the resources or the training to understand her role.

Within a month, Amanda resigns and you’re left trying to fill the position from scratch. And so the cycle continues.

You hire Joe as a receptionist. You provide Joe with everything he needs to do his job – a detailed job description written by a previous and successful receptionist. You give Joe all the information about your practice: its mission, its philosophy, its objective. You introduce Joe to everyone and you have Joe undergo training, which includes drilling routines and scripts so he understands precisely what he must do and how to do it. Joe’s job becomes second nature almost before he begins actual work.

Joe knows how to communicate with other staff members and managers. He knows where to go if he needs help with situations and understands from his training how to address challenges.

Joe hits the ground running, confident and assured he can do his job. Within a month, Joe’s work is impressive. He needs little supervision. He has taken the initiative to learn procedures and even has tips to improve your front desk operation.

Joe is driven, and you realize the initial investment is paying dividends.

The Chiropractor

You hire Dr. Tom. Dr. Tom graduated from chiropractic school three years ago and spent a year at a practice in another state. Dr. Tom is new to your area. He’s starting a family and bought a home near relatives.

Since your practice is growing, you’ve been wanting to hire an associate for some time. You’re confident Dr. Tom was the best hire you could make. But you set your expectations for Dr. Tom unusually high. After all, he did go to chiropractic school. He does have a year of experience. What else does he need?

You don’t give him adequate training about how your practice works. You think you don’t take sufficient time to let him get familiar with your procedures and your policies.

You don’t share your mission and your philosophy with Dr. Tom. Oh, sure. You may have included a mission statement and practice philosophy in some of the paperwork you gave Tom to review.

Dr. Tom’s day one at your practice is something of a disaster. He’s way too slow with patients. He’s chatty with your receptionist and you got two patient complaints about rough adjusting.

Over the next few days Dr. Tom quickly recovers from his mistake, but you notice he’s still walking around the office almost in a state of disorientation. Even your front desk is getting a little flustered with Dr. Tom. After all, patients are waiting and you prepared for this event by booking more patients hoping Dr. Tom would fill the gap.

You talk to Dr. Tom later and ask what happened. He apologizes and said he’d be more on target in the days ahead. But you provide no additional training. You don’t delve into detail about Dr. Tom’s purpose at your office. You don’t go over more in-depth your office’s vision. In other words, you don’t take the time to invest in Dr. Tom.

Within six stressful months, Dr. Tom submits his resignation. Dr. Tom says he found a job that “offered more money” at a practice in another town. You have to start all over again, except now you have to deal with a larger patient flow that you can’t quite manage at your present staffing levels.

You hire Dr. Jennifer in late August. Dr. Jennifer worked at a practice for four years as an associate. She moved to your town recently with her new family.

You spend time with Dr. Jennifer training her about how your practice works and what she’ll be doing every day. You provide her with a detailed and exhaustive job description and the resources she needs to succeed at your office.

She understands how to communicate with you, your staff and your patients. She learns your practice’s procedures and processes. You even help her gain a thorough understanding by drilling with her everyday routines, which includes patient inflow, paperwork and technology access, treatment techniques, and how other office systems function.

Dr. Jennifer gains a deep understanding of your practice, her role and function at your office and the other employees. Dr. Jennifer is thoroughly and deeply ingrained into your practice’s culture before she even begins work.

On her first day, Dr. Jennifer performs with flying colors. It’s as if she’d been working at your practice for years. Your patients love her. Your staff respects her. You’ve invested in providing comprehensive training; you’ve laid a strong foundation; and your practice is reaping the benefits.

Your office production more than doubles.

The Importance of Assigning Job Function

Many practices fail or falter by not investing adequately in staff development. Providing your employees with a stake in your practice with thorough training and a deep understanding of their job functions may be one of the best investments you can make.

Learn more about how you can build a strong, growing practice. Contact us at Chiropractic Business Academy today!