Part 6 - Recruiting and rewarding staff
Managing people can be a difficult task, even for the most experienced practice managers. Here Martin Russ considers how to recruit the best staff, with advice on interview technique through to remuneration packages
Managing staff can be the most challenging aspect of running any business. However, careful selection of the most appropriate personnel can make the process easier. This first part of two articles regarding the management of the practice team will consider how to recruit the best people, including interview techniques, job descriptions and remuneration packages. The second part will consider how to train, motivate and appraise your team, along with some of the legal aspects of employing people.
How many staff?
Deciding how many staff are required for a full-time practice, offering eye examinations five days per week, is often relatively easy. The requirement will be for an optometrist and a dispenser five days a week, with someone responsible for reception duties for all opening hours, maybe five or six days per week. If the practice has a requirement for six days' reception cover, it may be useful to consider two part-time reception staff. This will make holiday and sickness cover much easier and will allow flexibility if two support staff are required at particularly busy times. However, part-time practices can be more of a challenge to staff, especially on days when no clinic is being held. Traditionally, a receptionist is left in charge, but patients are likely to be unhappy to be told that they will have to return another day for a minor spectacle adjustment or screw replacement. These days it is imperative that support staff must be more than just receptionists, if a practice is to provide the public with the best care and service.
Remuneration
Attracting and retaining the most suitable staff with realistic salaries and reward packages is always a challenge for any business. However, the most effective schemes do not always pay the highest salaries; more often they consist of average salaries boosted by straightforward, easy to understand bonus or incentive schemes. These fall into two main categories - cash incentives and non-cash incentives.
There are various kinds of cash reward and each has advantages and disadvantages. The following methods can be utilised to suit any short or long-term objective:
Target attainment - based on agreed budgets and paid on a 'past the post' basis
Percentage of target achieved - based on agreed target levels and paid when a level is reached
Profit sharing - either on a per cent basis, or payable upon stages of achievement
Product sales - on a straight line 'per unit' or, 'agreed target' basis
Discretionary bonus - paid 'as and when' the practice has done exceptionally well.
All schemes should have the following similarities:
The target must be attainable, as unattainable targets are de-motivating
To keep momentum and interest, measurement periods should not be too long - two to three months maximum
Involve the whole team
No maximum earnings on 'straight line' incentive programmes
Any scheme must be easy to understand, administer, and 'sell' to the team to motivate them.
Try to offer a selection of incentives. This allows each employee to select and benefit from an appropriate incentive, in relation to the level of performance achieved.
Consider introducing an incentive scheme without warning, to maintain or improve performance. This will avoid offering rewards at a predetermined date or time, which may lose their initial appeal very quickly and be less effective. These schemes are called 'jackpots' and will keep staff motivated at a higher level, for longer. Offering rewards, instead of disciplinary action to address and remedy specific issues, are likely to be more effective.
Use staff incentives following motivational programmes, such as staff training. This not only ensures the implementation of these programmes, but also helps to continue the momentum and interest that may lapse otherwise. Alternative incentives and rewards can be offered to different sections of the practice team with regard to the tasks for which they are responsible. Ensure that any incentive scheme is modified, each time it is implemented, according to any new circumstances and objectives.
The rewards from any incentive scheme must be accessible and adaptable for all types of employee, ie part-time staff can benefit from the incentive on a pro rata basis.
Non-cash Rewards
Employees all differ with respect to the rewards they expect to receive as part of an incentive scheme. However, the majority prefer to have their achievements measured against a target or established criteria. Recognition and praise complement the sense of achievement by allowing the employee to be appreciated by others. Examples of non-cash rewards include:
Direct and verbal praise
Certificates of achievement
Different job title
Peer recognition
Company outing, social function
Tickets to a sporting event, music concert or arts/theatre event
Additional training
Additional time off
Additional responsibilities
Car parking space.
Recruitment
A majority of practice owners/managers are not very experienced in the process of recruiting staff. However, managers with a large turnover of staff will inevitably have a great deal more experience, but this is not necessarily an indication that they are particularly good at it. Recruiting staff is easy, but recruiting the right staff is more difficult. It becomes easier when the following maxim is observed: 'Select a person who is likely to succeed in a particular job or range of jobs' - rather than just choosing a 'good' person regardless of how this is defined.
A high staff turnover can have an adverse effect on staff morale, as well as the culture and reputation of a practice. Consider the effects of a new staff member on the existing practice team. Some of these negative effects can be minimised by discussing the appointment of new personnel at a staff meeting, as well as encouraging involvement and feedback from the practice team during the selection and interview process.
The costs associated with employing the wrong person for the job can be very high. Usually, these are much greater than many imagine. For instance, the true cost of replacing a member of staff includes:
Management time - preparation, interviewing and short-listing suitable applicants
Advertising
Wages during the initial induction and training period.
in addition, if the new employee is a replacement, there is usually a momentum gap as the previous employee winds down during their notice period. Other additional costs will be incurred when using a recruitment consultancy. However, they can often provide good value when recruiting professional or specialist staff. They will pre-screen applicants and some will conduct psychometric analyses to provide additional indicators as to a candidates' suitability. Psychometric assessment can be a useful way to assess one or more of a candidate's psychological characteristics by comparing their results with those of a representative sample.
Regular patients of practices prefer and expect continuity of staff. In addition, the appointment of an unsuitable person can have even greater devastating effects on the business. They are likely to be very difficult to remove when it is realised the practice would be better off without them.
A structured approach will help to minimise the adverse effects of recruitment.
A structured approach
The first stage, even before advertising for a new member of staff, is to consider the candidate profile. This is an outline of the ideal person for the job. Because the requirements of the position may have changed, it is not always appropriate to employ a facsimile of the previous person.
Details to consider for a prospective candidate's profile should include:
Age/sex
Work history/background
Experience
Qualifications.
Current and forthcoming legislation means that it is not possible to specify restrictions regarding age, sex, sexuality, marital status and ethnicity.
However, this can be overcome by using terms in the advertisement which are more likely to attract candidates closer to the desired profile, ie experienced, trainee, ability to speak Urdu and so forth. A job description will also be an invaluable addition to the candidate profile.
Job description
The job description will include a comprehensive overview of all the duties and responsibilities of this particular job. Job descriptions should be reviewed annually, for all practice personnel, to ensure they are up-to-date and cover all required activities and responsibilities. When the job description is an accurate and current description of this specific position, some of the information can be combined with the candidate profile as a basis for an advertisement. A template for a job description will include: job title, title of immediate manager, title of any personnel reporting to this person, job purpose, main responsibilities and duties, and should be dated to show when it was written or updated.
The advertisement
To maximise responses and attract the most suitable candidates, your advertisement will have to stand out from the rest. An effective way to do this is to design the style and content of the advertisement to promote the practice, along with the vacancy, rather than attempting to 'buy' potential employees, which may appear desperate. This will make it more attractive for applicants interested in the position and promote your practice to other readers at the same time.
Always ask applicants to reply in writing to a named person, usually the practice manager. This will allow an assessment of the applicant's handwriting and use of English or other relevant language. To standardise the selection process and allow the merits of each applicant to be compared equally, all applicants should be sent a standard job application form, including those who send comprehensive curriculum vitae (CV). Just because someone can write an impressive CV does not automatically mean they will be the best person for the job. The inclusion of a closing date for applications will help speed the process along. Enclose a full job description with the application form to inform applicants of the full range of job responsibilities and eliminate surprises later on. This is especially important when recruiting support staff. Potential employees will often assume, quite rightly, that the job will include answering the telephone, booking appointments and administration.
However, in many practices, receptionists are expected to do all these tasks, as well as minor spectacle repairs, adjustments and assist patients selecting new frames. In this situation it is recommended that a different job title is considered. For example, the term optical assistant may be more appropriate. When a candidate profile has been developed and the job description written, work can begin on preparing text for the advertisement.
Shortlisting for interview
When all applicants have completed a standard application form it is relatively straightforward to compare each candidate's qualities. To ensure the selection process is objective, it is best to score each candidate for each section of the application form.
Retain all forms for use if future recruitment becomes necessary. They are also useful as a record of the reasons why one applicant was chosen instead of another. This may be necessary if an unsuccessful applicant decides to take legal action because they were not selected for the position.
Interview technique
The aim should be to select, and invite, up to five suitable candidates for a first interview. They can be contacted by telephone to confirm their intention to attend the interview. An acceptance should be confirmed in writing, along with the time and place for the interview, with clear instructions on how to locate the venue. If a copy of the job description was not sent with the application form, one should be sent with this confirmation letter.
Always plan to interview suitable candidates twice, because one 30-minute interview is not an adequate amount of time to decide the suitability of a new member of staff, or indeed for a candidate to decide whether this position will be appropriate for them.
Initial interviews should be considered as a screening process to eliminate unsuitable candidates. After the first interviews, a shortlist of no
more than three candidates should be selected for a second interview. If any candidate is obviously unsuitable, a shorter interview is recommended. Apart from saving time, the candidate can tell from a short interview that they are unlikely to be invited for a second interview.
Allow around 30 minutes between each interview to write a summary of each candidate.
Thoroughly read each candidate's application form immediately before his or her interview. Highlight any areas for specific attention, ie employment gaps, contradictions or lack of information.
If interviews are being held in the practice, brief practice staff to talk with them about the practice and the work involved, in a positive and friendly manner. Also, provide reception staff with a list of candidates and their interview times. You may want to consider encouraging a senior member of staff to give each candidate a tour of the practice prior to the interview. Encourage candidates to see copies of any practice newsletters and literature during this time. Regardless of how promising and interesting one candidate appears to be, try to keep to the interview times to avoid keeping others waiting.
During the interview, create a relaxed, non-confrontational environment, conducive to open conversation. Interviewing someone across a desk can create a barrier and should be avoided. Once the interview has commenced, accept no interruptions. A well-lit consulting room may be the best place for this kind of interview.
At the start of the interview introduce yourself, your position and function within the practice. Inform candidates of the interview structure and the main issues you intend to cover. Ensure they feel relaxed. Try to use open questions to lead the discussion of relevant experiences and other background topics, identified from their application form.
Try not to be influenced by first impressions when meeting an interviewee for the first time. Otherwise it can be difficult to be objective and not let prejudices affect your judgement.
Candidates should be encouraged to take notes, if they wish. This ensures that details such as working hours, salary and other benefits are noted. It also illustrates just how much enthusiasm, attention and interest a candidate has for the position.
Initially, after putting them at ease, provide background information about the practice, its history, culture and outline future plans. Invite them to interrupt if they wish to clarify or ask questions regarding any aspect of the information provided. Reiterate the main points of the job description and ask if they have any questions relating to the job content.
The interview structure should be based around the job description, by exploring different aspects of the candidate's suitability to perform, or learn the main tasks and responsibilities. Any concerns or areas of interest arising from the application form will be important, also. Asking questions regarding education, examination results and training courses, along with general development and attitude within the workplace can be a positive way to develop useful information from an interviewee.
When asking questions regarding previous employment history, try to avoid asking why they left or want to leave their current position, but do ask them what the most satisfying and least enjoyable aspects were. This approach is likely to encourage more candid answers.
Applicants' abilities will often become apparent from their initial letter and application form. However, it is necessary to formulate specific interview questions to determine how they cope under pressure, their ability to learn, grasp new ideas and methods of working.
Other aspects regarding the candidate's attitude, aptitude and interests, may also need clarification. For example, an individual's attitude and aptitude will often become apparent during the interview, by gauging levels of enthusiasm, sincerity, humour and motivation for this particular job.
The applicant's abilities regarding writing and number skills can be more difficult to evaluate during a standard interview. However, by discussing their interests and hobbies, it may be possible to judge the way they are motivated and how their mind works. For example, if the interests are:
Intellectual - crosswords, chess, etc
Emotional - poetry, music, art
Social - clubs and societies
Physical - sports, walking, etc.
To gain a clearer impression of an individual's abilities and experience, it is helpful to ask them to describe a situation that occurred relating to a relevant scenario. They should be encouraged to describe exactly what they did and what the outcome was. This will provide a clearer indication of a candidate's true abilities and attitudes.
Other important topics that will provide an indication of this person's attitude to life and what motivates them, include asking them to summarise their past, which can be a good ice-breaking exercise at the start of the interview process. It is advisable to ask about any future personal as well as career aims, objectives and ambitions too.
Remember that the interview has just one purpose, which is to select the right candidate for the position available. Take steps to avoid the seven most common reasons for a poor interview:
Poor preparation
Intimidation
Agreement seeking
Deviating from the point
Pontificating
Avoiding issues
Not listening.
It is advisable to take notes when interviewing, but you should remember that a candidate and their lawyer can have access to them.
Reaching the right decision
Probably the toughest part of the entire recruitment process is deciding which candidates to invite for a second interview and, ultimately, who should be offered the job. Following a successful round of first interviews, it should not be too difficult to write an objective shortlist of two or three suitable candidates for a second interview. The most effective method for deciding those who should attend for a second interview is to combine an objective numerical scoring system, for the performance of each candidate during interview, with a more subjective assessment of how you and any colleagues present feel this person would fit in with the practice team and your patients. Also, encourage those members of staff who met the interviewees to give an opinion and listen to what they have to say. This will encourage them to be involved in the decision-making process.
After the second interview
Following second interviews, make the final choice as soon as possible. Telephone the first-choice candidate to inform them of the good news.
Confirm the job offer, officially, in writing, following their verbal acceptance. The offer must be subject to satisfactory references. It is advisable to contact two referees. Talk to the referees on the telephone, first of all. They may say something (or not say something!) that they would not commit to, in writing.
Do not contact second- or third-choice candidates until the first choice has accepted the position in writing and you are happy with the references. When the position has been accepted, inform the best of the unsuccessful candidates that their details will be kept on file, in case another suitable opportunity arises in the future. This provides some insurance if the first choice does not last, for whatever reason. Always send a polite letter of rejection to all unsuccessful candidates as soon as possible. These people may be patients of the practice or have friends and family who are.
Contract of employment
Although the job description and details given at the interview will provide a new employee with most of the information they require, much can be forgotten or misunderstood. A formal contract is essential to ensure that there is no misunderstanding or misinterpretation of what was said or implied, regarding the terms and conditions of employment. In the event of any disagreement, disciplinary action or grievance procedure, a clear, concise contract will help define any areas of confusion. In addition, the contract will ensure the practice appears as a fair, open and organised employer.
With the complexities of current employment law, it is advisable for any potential employer to seek legal advice and have a template for a contract of employment written. This will ensure that you as an employer are protected, as well, providing your employees with clear instructions on the limits of expected and unacceptable behaviour regarding work.
Training plan
Whenever a new employee joins a team, it is advisable to develop a training and induction timetable, to ensure a smooth and seamless introductory period. This will help the new member assimilate practice systems quickly and expose any other training needs early on. An established member of the team should be assigned as a mentor to help them settle in and answer any questions they may have regarding day-to-day practice procedures.
Team meetings
If managers want to improve team working or share information with the team, it is usually best if this is done during a team meeting. This is the ideal way to help a new recruit feel part of a team. The meeting can be used for various purposes, eg administration updates, product knowledge, training, customer care/service issues, or even for 'brainstorming' sessions. To become an effective means of communication within a practice team, meetings should be held regularly. Every four to six weeks, during business hours, when possible, is ideal. Held regularly, these meetings should be up to one hour in duration only. There may be a temptation to want to hold meetings more frequently.
However, experience has shown that it will be easier to keep up the momentum and ensure the meetings happen when planned if they are held at five-week intervals, on average.
To ensure success, the manager will need to prepare for each meeting. Initially, once the main topics for discussion have been decided, an agenda for the meeting should be circulated to all members of the team. Once distributed, ideally seven to 10 days before the meeting date, members of the team will then have the opportunity for other topics to be added to the agenda. This avoids the need for any other business (AOB) to be added at the bottom of the agenda. It will also mean that any additional agenda items will be familiar to the manager, prior to the meeting. In addition, explain that additional agenda items may be carried forward to the next meeting if there is insufficient time at this one.
Try to select a balance of topics for each agenda to keep all team members involved. For example, a typical agenda may include the following topics: administration, new products, a customer service training message and ways to improve the reminder system. Try to share concerns you may have regarding the way the practice undertakes specific procedures, even if you do not have all the answers. Highlighting areas of concern should encourage discussion from which solutions to perceived problems can often arise. Just because you are the 'boss' does not mean you have to have the answer to everything. Your task is to identify the most appropriate solution from the suggestions put forward and then to ensure that any agreed changes in procedure are put into action. This approach will encourage a more positive attitude to change and new ideas from a majority of team members.
When practice team meetings have started, make them a routine part of working life in the practice, by setting a date and time in advance. Inevitably, there will be occasions when some team members will be absent. The meeting should take place as arranged and delegate the task of updating the absent team member to another member of staff.
It is advisable to distribute a summary of conclusions from each meeting. The summary should include all agreed action points, along with the initials of those responsible for progressing them. Full minutes of the meeting are likely to be of limited use for most small practice teams. In time, all team members will look forward to these regular opportunities to make positive improvements to the practice and its performance.
If one or two decide to try to make the meeting an opportunity to complain about the 'way things are', they must be reminded that they can only complain if they have a suggestion for improving the situation. This will encourage the majority to think twice before 'whinging' unnecessarily.
Martin Russ is managing director of TMR, a business development & training consultancy that specialises in working with optical practices and their suppliers