Grading Employees

How can you tell if an worker is a good fit for your company? How do you judge employee performance? For that matter, is

there a specific criterion you should use when selecting who to promote or who to let go?


By survey, personnel-related difficulties are among the 3 major causes of stress for employers. And, while I'm not an employment attorney and thus cannot apprise you regarding the particular laws of your own state or local jurisdiction, there are some fundamental tips you can follow that may make these kinds of situations a whole lot less complicated.

You are an Executive As a business proprietor, you are, automatically, an executive. As such, your attitude about personnel issues must be firmly rooted in the concept that continued employment or advancement is based solely on an employee's job performance and productivity. It shouldn't prove to be centered around personal friendships, who knows who, or even longevity, for that matter.

You could consider that if you are paying a Schedule Coordinator, you are -buying- a more productive schedule. If you don't, in return, receive a more productive schedule, then it's a poor purchase.

Productivity: Criterion for Staff Performance In order to use productivity as your criterion, you'll need to exactly quantify every person's productivity. This can be difficult in a dental office because employees generally perform so many different tasks that they aren't responsible or answerable for any one specific product. In the event that your employee's job description is obscure (i.e., -to assist you- or -do just a bit of everything-), you have nothing tangible to judge their job performance by, besides your own opinion, periodic individual observation, or even whether or not you and the other employees -like- them.

It's actually very simple: let them have a job. Give them something specific that they're responsible for - e.g., production(scheduling), collections, new patients, correct room set-up, etc. These are all things that can be measured as a statistic, and you should keep track of them. If a person is accountable for promoting and marketing in order to attract in new clients, make a note of the number of brand new patients you obtain each week or month on a graph and see if the trend goes up or down. It either is or isn't. It will show you whether the individual is doing their job or not. When you do this there is absolutely no opinion involved. It's a hard fact.

Should you wish to boost the statistics of your business (Who's going to be the audience for the article? Is this likely to communicate? Increase the number of patients you service?) and grow as a company, then you would wish to keep personnel that are building or expanding their areas, by statistic. Conversely, what happens if a member of staff is consistently causing the production of their area to go down or remain flat/level? And it can't be fixed-well, you can work out the rest.

Now certainly, there's more involved in utilizing this (education as well as assistance for administrators, and so on.), and we teach our clientele everything about this on the MGE Power Program. One of the other factors it is best to comprehend is that a person has a responsibility for being a pleasant staff member, showing up punctually, regularly attending work, as well as contributing to a smoothly operating place of work. So a good attitude and presence at work are also important.

However, a pleasant frame of mind without any output still doesn't work.

Look at it this way: Your company is there to deliver services for patients. Improved output means more services. A person who is effective is doing their part to back up the team. Somebody who isn't (regardless of how wonderful they are) isn't.

That doesn't suggest that individuals who are not productive are -bad.- It just suggests that possibly they aren't cut out for your organization. I can think of plenty of people I've let go that I would have no problem having lunch with. I just wouldn't work with them!

If a person's production by statistic is extremely good, they are worth more to the organization and should be treated as such. If my Financial Coordinator was, by statistic, a very high producer and also turned up late to work one morning, there might be very little discipline. However, if they were late and also had crashed production for a time period, you will probably find me much less understanding.

A Highly Productive Team An extremely productive and prosperous practice is created by a highly productive team. And yes, being friendly and getting along with the staff is a good thing, but the principal quality you look for in reviewing your team member's performance is definitely work productivity. You determine that by hard facts, never by opinion or by -how much people like them.-

Once you start this process, you will notice that it's important that you don't make two different people answerable for the same thing, since you won't know who's actually getting this done. In the event that there's a blunder, you might not be able to tell who did it. Should the numbers rise wonderfully, you don't necessarily know who was responsible, either. Therefore, make one individual ultimately responsible for an activity. You should, naturally, have people cross-trained beforehand, just in case someone is out sick or is overloaded. Nevertheless, always make 1 individual accountable for every area.

If you manage things in accordance with these tips and continue to keep employment-related decisions strictly performance-based, it will keep opinions and personalities and emotions out of it and gives a very clear cut plan of action concerning addressing staff concerns; and it helps make this entire topic significantly less difficult.

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