Who wouldn’t want a practice that operates with an equally distributed workload; synergistic work mentality, increased efficiency and productivity; improved office morale and less team burnout; trained hands to assist in more patient care thereby generating more revenue; professional customer service; and less time constraints on the practitioner allowing him/her more patient-focused hours? If you’ve ever given any thought to onboarding new staff in order to create some of these circumstances, don’t just JUMP IN and expect a miracle! It takes more than just a thought. It takes a plan.

The following is a six step outline that can help you put one together. 

Step One: Recruitment

• Where should we look to find new recruits?
  • Schools, social media, patients, eateries, internet job sites (Monster.com, Indeed, etc.), hairdressers, gym, anyone in hospitality (customer service positions, i.e. hosts, waitstaff, valet, front desks, etc.) Chat it up! Let people/patients know you are searching.
• How can existing staff help in the search?
  • Individuals tend to hang out with those who exhibit similar personalities. Ask your staff: “Are there more of YOU out there?” “What about the job attracted YOU?”
  • Staff input helps to evaluate the practice’s current staffing needs. Where is help most needed? In what ways do they see a new hire affecting workflow? (Good or bad)
  • Put an Employee Referral Program in place as an incentive for them to help.

Step Two: The Hiring, Interview, and Selection Process

• Assess application responses
  • Pay attention to “red flags” on resumes and eliminate those that do not meet your needs.
  • Follow up: Set up appointments for first interview.
    • Decide who will conduct this interview – Doctor or Manager
    • Use a standard questionnaire for consistency and fairness to compare apples to apples; take notes to review later.
    • Have your favorite interview questions ready. Refrain from asking illegal ones.
      • If you encourage an open dialogue with your interviewee, they may offer information you are not allowed to ask.
    • Initiate role playing scenarios – focus on behaviors, words, expressions.
    • Discuss basic job descriptions, wages & benefits, hours, travel.
    • Meet and greet staff; are first impression personality clashes obvious?
    • Highly recommended to set up a second interview for those who seemed promising! Learn as much as you can before pulling the plug on your selection.

Step Three: Orientation

• Conduct a facility walk-through with new employee on day one. Best to start them on a Tues or Wed as Mondays typically are a little too hectic.
• Formal introduction to staff and practitioners.
• Match peer mentor to new recruit.
• Assign email account and login info.
• Have new employee spend adequate time with Office Manager (or the like) to:
  • Review and sign all necessary work-related paperwork.
  • Explain workplace culture, set practice goals and milestones; help them understand the importance of their participation as a team player.
  • Set up a training schedule.
  • Review employee policies and handbook for rules; conduct and disciplinary actions; workplace safety.
  • Explain job, employee, and employer expectations.
  • Review the performance review process; how, when, why?
  • Present a thorough review and understanding of their detailed job description and responsibilities. Prioritize primary and secondary duties.

Step Four: Training (MAKE the time!)

• As part of active work duties, all new employees regardless of hired position should report to the following positions (requiring their focus for a one week period in each position) to shadow, understand associated tasks, and observe interactions of each role. This is mandatory and in coordination with the components of a Successful Proactive Training Model (described in detail below).

  Some observations entail:

  • Doctors (observe doctor-patient interaction, instruments, protocols, podiatric vocabulary and commonly treated conditions, supplies, etc.)
  • Medical Assistant (Proper patient rooming and exam room setup, sterilization, inventory, documentation responsibilities, etc.)
  • Receptionist (phone, scheduling, patient data, collections, patient communication, etc.)
• Components of a successful proactive training model:
  • Demonstrate task, 1) Explain HOW, 2) Clarify importance, 3) Encourage questions, 4) Trial Time to observe and monitor, 5) Allow them to perform task solo.
• Require note taking as a learning tool – notes should be checked daily for accuracy.
• Cross training.

Step Five: Job Expectations that should be reviewed regularly with ALL Staff/Team members (new and existing)

• Professionalism
• Risk Management
  • HIPAA Confidentiality/breaches/consequences
  • OSHA Compliance
  • Legal Scope of practice
• Communication Skills (The patient/Staff connection)
• Customer Service
• Basic knowledge of podiatric medicine
• Dealing effectively with difficult personalities
  • Demanding, Complainer, Perfectionist, Disrespectful, Chatterbox, RUDE…. Abusive?
• Competence, Accountability

Step Six: Retention

• GOOD MANAGEMENT and Leadership!
  • Incentives
  • Inspiring, fun work environment
  • Employee rewards, appreciation and engagement opportunities
  • Fair Compensation & Benefits
  • Growth Opportunities
  • Employee surveys: Because it is unlikely that every staffer is motivated by the same thing, the best thing to do is to ask and FIND OUT.

Turnover is expensive AND disruptive! A strong onboarding process will considerably increase the likelihood of a voluntarily longer-term, happier employee.