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SECRETS TO MANAGING STAFF

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SECRETS TO MANAGING STAFF Mark Wright, O.D., FCOVD Richard Kattouf, O.D., DOS Peter Shaw-McMinn, OD Moderator * * Virgina, I m not just a receptionist my job ... – PowerPoint PPT presentation

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Title: SECRETS TO MANAGING STAFF


1
SECRETS TO MANAGING STAFF
  • Mark Wright, O.D., FCOVD
  • Richard Kattouf, O.D., DOS
  • Peter Shaw-McMinn, OD
  • Moderator

2
Objectives
  • List strategies for hiring the right person for
    the job
  • Develop a strategy for training staff
  • Identify ways to motivate each individual staff
    member
  • Provide leadership for the staff
  • Deal with typical staffing issues which may arise
  • Build an effective, happy team

3
Todays Format
  • Brief Presentations
  • Q/A following each presentation
  • Comments by experts
  • Final Q/A

4
Mark Wright, OD, FCOVD
  • Assistant Profession, The Ohio State College of
    Optometry
  • Professional VisionCare
  • A company dedicated to providing quality eye
    care for people of all ages
  •  Mobile America VisionCare
  • A company dedicated to providing quality eye
    care to people in nursing facilities
  •  Eyecare Business Training
  • A company dedicated to providing quality
    practice management CE
  •  Progressive Publishing Company
  • A company dedicated to meeting the special needs
    of eyecare practices
  •  Pathways to Success
  • A company dedicated to providing personal and
    business management tools utilizing an
    internet-based format
  • Has lectured extensively throughout the United
    States and abroad
  • Benedict Professor in Practice Management,
    University of Houston College of Optometry

5
Secrets to Managing Staff
  • Mark Wright, OD, FCOVDwright.13_at_osu.edu

6
Behavioral Objectives The attendee will be able
to
  • List strategies for hiring the right person for
    the job
  • Develop a strategy for training staff
  • Identify ways to motivate each individual staff
    member
  • Provide leadership for the staff
  • Deal with typical staffing issues which may arise
  • Build an effective, happy team

7
The importance of staff
  • The number 1 reason patients leave practices is
    staff

8
Decide what jobs really need done
9
Position Agreement
  • Position title
  • What will be measured to determine job management
  • Results statement
  • I am responsible for
  • Position goals
  • I will make sure that systems exist to ensure
  • Personal goals
  • While controlling this position I will
  • Position management
  • The following things need to be done daily
  • The following things need to be done weekly
  • Technical management
  • To manage this position I need to have the
    following knowledge and skills

10
  • Name Date
  • Position title Reviewer
  • Areas measured to determine job management and
    level of control demonstrated (what is the action
    plan to improve the level of control for each
    area measured)
  • Key performance indicators Control
    Plan
  • Are all systems this person is responsible for
    developed and under control (identify any systems
    either not developed or not under control and the
    action plan for each system)
  • Systems Level of control Action Plan

11
Only hire for positions (hire for the job not the
person)
12
Proficiency test job applicants G. Neil
SkillsAbility
13
Personnel Ability Test
  • Unscramble the following letters to form a word
    whose meaning is to feel. What is the last
    letter of this word?
  • H O C U
    T
  • Look at the row of numbers below. What number
    should come next?
  • 28 25 22 19 16 13 10
    ___

14
Service Ability Test
  • How much do you agree with the following
    statement? On the whole, people tend to
    complain about matters that are insignificant.
  • Strongly agree
  • Agree
  • Disagree
  • Strongly disagree

15
Service Ability Test
  • You are a customer service representative. A
    customer calls with a problem. It will take you
    5 to 10 minutes to research the problem and
    respond to her needs. What would you do?
  • Politely place the customer on hold while you
    research her problem.
  • Ask the customer to call you back in 15 minutes.
  • Ask for the customers telephone number and say
    you will call her back as soon as you resolve her
    problem.
  • Place the customer on hold for 5 minutes. If you
    see it will take you longer than that to solve
    the problem, ask if you can call her back.

16
Proficiency is a process
17
People dont always do what you expect, they will
do what you inspect
  • Proficiency test at the end of training
  • Proficiency test randomly throughout the year
  • Retrain and proficiency test anyone who develops
    a problem

18
The Role of Personality
  • You can train skills but you cannot change
    personalities

19
Playful Powerful Perfect
Peaceful
Personalities
Animated Adventurous Analytical
Adaptable Playful Persuasive Persistent Peaceful
Sociable Strong-willed Self-sacrificing Submissiv
e Convincing Competitive Considerate Controlled Re
freshing Resourceful Respectful Reserved Spirited
Self-reliant Sensitive Satisfied Promoter Positiv
e Planner Patient Spontaneous Sure Scheduled Shy
Optimistic Outspoken Orderly Obliging Funny For
ceful Faithful Friendly Brassy Bossy Bashful B
lank Undisciplined Unsympathetic Unforgiving Unent
husiastic Forgetful Frank Fussy Fearful Interrup
ts Impatient Insecure Indecisive
Attention Achievement Order Respect Approval Ap
preciation Sensitivity Feeling of worth
20
Hire managers not workers
21
Make people accountable
22
Internally publish accountability performance
23
Act locally, think globally
24
Create and maintain relationships
25
The joy of a well-run practice
26
Questions?
  • Comments from panel

27
Richard Kattouf, OD, DOS
  • is the Founder-President of Kattouf Consulting
    Services. Dr. Kattouf has been performing
    consulting services for the entire ophthalmic
    community for over twenty years. He services
    O.D.'s, M.D.'s, opticians and corporate vision
    care providers. Dr. Kattouf has consulted with
    major companies such as Haag-Streit USA, Ocular
    Sciences, Cooper Vision, Optical Dynamics
    Corporation and EyeQuip. His services include
    consulting and management, practice appraisals,
    practice mergers, start up consultation and
    practice broker.

28
FIVE WAYS TO INCREASE PROFITS OF YOUR PRACTICE
  • RICHARD S. KATTOUF, O.D., D.O.S.
  • PRESIDENT KATTOUF CONSULTING SERVICES, INC.
  • 1-800-745-EYES (3937) 1-330-219-6320
  • Email advancedeyecare_at_hotmail.com

29
PROVEN INTERVIEW METHODS LEADING TO QUALITY
EMPLOYEES
  • Resume What to look for
  • Telephone interview
  • Personal interview What to do and what to
    avoid.
  • Interview Questionnaire
  • Tests

30
STRATEGY FOR TRAINING STAFF
  • Heye Tech
  • Training Sessions
  • Organizational Meetings

31
MOTIVATION TECHNIQUES
  • Team or department leaders
  • Commission for the team
  • Spontaneous awards

32
LEADERSHIP
  • Doctor setting the example (1) Personal
    Apperance (2) Hygiene (3) Manners (4) ON-TIME
    (EARLY)
  • Doctor leading the training sessions and
    organizational meetings

33
STAFFING ISSUES
  • Most common infractions observed by my consulting
    company
  • Embezzlement of time
  • Cell phone
  • Internet
  • Office phone
  • Tardiness
  • Embezzlement of product
  • Embezzlement of money

34
HOW TO BUILD AN EFFECTIVE HAPPY TEAM
  1. Structure
  2. Organization
  3. Consequences to negative behavior
  4. Praise and thank staff
  5. Empower managers and team leaders
  6. Set specific S.O.P.s for staff and patients
    and DO NOT DEVIATE
  7. NEVER override a staff decision
  8. STAY ON SCHEDULE

35
SECRETS TO MANAGING STAFF
  • Peter G. Shaw-McMinn, O.D.
  • Assistant Professor
  • Southern California College of Optometry

36
One of the advantages of our profession is we
have the opportunity to improve the quality of
our patients life on a daily basis.
37
We have the opportunity to improve the quality of
life of
  • Patients
  • Staff
  • AND OURSELVES!

38
How much do we know about keeping employees
motivated and happy?
39
Human Relations School (1925)
  • Hawthorne Effect (Western Electric)
  • Attitudes and feelings of workers could
    significantly effect productivity

40
Alderfers ERG Theory
  • Existence - physical and safety needs
  • Relatedness - love and belonging
  • Growth - esteem and self-actualization
  • Unsatisfied needs motivate people to move up to
    satisfying needs.

41
Maslows Hierarchy of Needs
Page 5 Handout
42
JAPANESE THEORY Z
  • Commitment to long term employment
  • Concern for career development
  • Employee participation in decisions
  • Team building

43
Managing Workforce 2000
  • Survey showed employees are most motivated by
  • recognition for a job well done

44
HARVARD BUSINESS SCHOOL
  • Research of over 750 companies showed
  • employee satisfaction is critical to achieving
    customer loyalty
  • working with loyal consumers strengthens employee
    satisfaction and loyalty

45
How Can an ECP Keep Their Employees Happy and
Motivated?
46
Work in America Institute study
  • Increased suspicion of authority
  • Work no longer center of Eees life.
  • Enjoyment at work is desired.
  • Eees expect to participate in decisions, have
    input sought be listened to.
  • Remember These are Generalizations!

47
Diagnostic Approach
  • 1. Learn as much as you can about the employee
  • 2. Learn about their family
  • 3. Identify what is important to the employee
  • 4. Decide on why the employee would want to stay
    with you
  • 5. List possible strategies to keep her/him happy

Page 4 of handout
48
EMPLOYEE PROFILEpage 7 of handout
  • Name
  • Describe the Es personality
  • What does the E like about working here?
  • What E needs are being experienced?
  • What E needs have been satisfied and how?
  • How can unsatisfied needs be filled?
  • What motivates the E?
  • What are the Es future goals?
  • What does the E like? Color, food, movies..

49
E Profile cont
  • How does the E like to be rewarded?
  • Does the E respond well to words of
    encouragement?
  • Does the E like gifts? Examples
  • What hobbies, interests does the E have?
  • Does the E value time with the manager?
  • What is the status of E family members? Any
    concerns?
  • Does E perceive effort will lead to performance?
  • What makes the E laugh?
  • Does the E like time off?

50
Diagnostic Approach
  • 6. Prepare a calendar with the planned actions
  • 7. Implement the plan and monitor its progress
    revising if necessary

51
How Would You Keep the Following Employees Happy
and Motivated?
  • Lets see how theories on Employee management
    relate to real people.

52
Melissa
  • P/T working her way through college
  • 3rd year of undergraduate school 3.87 GPA
  • Applying to Stanford Law School
  • Works 24 hours a week
  • Employed 12 months

53
Frederick Herzbergs Theory
  • True Motivators are intrinsic to the job
  • involvement in how work is done
  • Ee sets goals, decides on strategies to reach
    them and gets motivated by it.
  • Meaningful work offers opportunities
  • growth, learning, challenge, achievement
    responsibility

54
Your role as manager is
  • To delegate tasks employees perceive as a benefit
    to career advancement, and one the employee
    enjoys doing.
  • Survey of tasks needed to run office
  • The manager gives adequate time, authority and
    resources to reach their goals.
  • Enhance extrinsic rewards with

55
Enhancing Extrinsic Rewards
  • Personal statement of job well done believed
    to be highest form of reward.
  • Paid day off to attend skills workshop.
  • Leave early on special occasion
  • Acknowledge birthday
  • Assign out of ordinary task with addl
    responsibility

56
Anna
  • Graduated from optician school
  • Employed for 24 months
  • Son is 2 years 9 months old
  • Husband commutes two hours a day
  • Just bought new house
  • Making payments on two cars
  • 4 10 from Guatemala

57
Equity Theory
  • Employees compare their performance attitude to
    others.
  • Does contribution reward?
  • Facts do not influence motivation, their
    perceptions do.

58
Where do you rank your performance compared to
others?
  • Top 10
  • Top 10 to 25
  • Top 25 to 50
  • Bottom 50
  • 80 of employees rank themselves in top 10!

59
Expectancy Theory
  • Eee questions whether effort leads to performance
    which leads to reward.
  • Fixed paycheck - given on schedule loses power to
    motivate.
  • Expected regardless of behavior.
  • Short term at best.
  • Variable - merit, bonus, praise
  • Long term motivator.

60
BF Skinners Theory
  • Intermittent reward is a stronger motivator than
    constant reward.

61
Security Physical Needs
  • Provide salary reviews stressing the positive
  • Provide profit-sharing contingent on performance
  • Provide profit-sharing contingent on longevity
  • Pay for unused sick leave
  • Improve parking lot lighting

62
Security Physical Needs
  • Provide medical, dental insurance
  • Buy Pizza or dinner to take home to family
  • Give ride to/from work
  • Loan car to get to work
  • Provide good office temperature control
  • Pay for self-defense class

63
Tammy
  • Employed six years
  • Husband makes large income
  • One child in college and another will be soon
  • Excellent chair-side assistant
  • Independently sees visual therapy patients

64
Frederick Herzbergs Theory - 2
  • Potential Dissatisfiers Extrinsic to job
  • Lack of growth potential
  • Oppressive office policies
  • Inadequate or inequitable pay benefits

65
Opportunities to Achieve
  • Pay for and encourage Continuing Ed
  • Give opportunity to train new staff
  • Increase responsibility
  • Encourage and use ideas on improving office
    functioning
  • Participate in setting practice goals
  • Encourage to devise strategies on how to reach
    the goals
  • Offer different tasks, variety of tasks

66
Goal Theory
  • Describes a desired future state, can motivate
    desired behavior once established.
  • Employee is less likely to accept a goal and try
    to accomplish it, if assigned rather than arrived
    upon jointly.

67
Marta
  • Optician for 20 years, with you 10 years
  • Excellent in all phases of work
  • Home is beautiful, immaculate, and paid for
  • Husband receives a good income
  • Both children are grown and successful
  • Very sensitive to criticism
  • Hispanic

68
McClellands Trichotomy of Needs
  • 1. Achievement - accomplishments
  • 2. Affiliation - belonging
  • 3. Power - control over work

69
Satisfaction
  • Provide feedback on performance which is crucial
    for the office
  • Ask patients to include staff when thanking you
    for services
  • Praise for being singled out in patient
    satisfaction surveys
  • Verbalize appreciation for loyalty

70
Reward Most Preferred
  • Personalized and
  • spontaneous recognition.
  • Highly regarded rewards
  • Give more prestigious title
  • Send to prof. or educ. meeting

71
Recognition
  • Give flowers or candy
  • Pay for lunch out
  • Give theater or sports tickets
  • Say thank you
  • Say thank you in public
  • Send a card noting a job well done
  • Afternoon off with pay

72
Recognitioncont
  • Reach into pocket and give cash
  • Day off with pay
  • Special gift
  • Praise
  • Bonus
  • Nominate for recognition to organization
  • Pat on the back, hug, golden banana award

73
What Deserves Recognition?
  • Acquiring new skills
  • Mediating staff or patient conflict
  • Volunteering to do undesirable tasks
  • Cross training another Eee
  • Proposing innovative new ideas
  • Making you aware of something
  • Being complimented by a patient
  • Make an effort to catch the Ee doing something
    right

74
Janet
  • Optician for 12 years
  • Excellent in all phases of care
  • Enrolled in MBA program
  • Emphasis on marketing
  • Joined practice 6 months ago

75
Enhancing Intrinsic Rewards
  • Delegate tasks Eee perceives as
  • Benefit to career advancement
  • Enjoy doing
  • Always give adequate time, authority resources

76
Status
  • Display the employees name in her or his work
    area
  • Mention accomplishments in front of patients
  • Provide employees with business cards with their
    name and title on them
  • Give a more prestigious title

77
What is Desired in a Job-( A. LeDue, Jr.)
  • Job Factor Bosses Employee
  • Good wages 1 5
  • Job Security 2 4
  • Growth Opportunities 3 7
  • Good working condition 4 9
  • Interesting work 5 6
  • Loyalty to employees 6 8
  • Tactful discipline 7 10
  • Full appreciation 8 1
  • Help w/ pers. problems 9 3
  • Being in on things 10 2

78
Statuscont
  • Encourage participation in ECP societies
  • Assign her responsibility to represent the office
    to local community organizations
  • Remind the employee of her contribution to the
    community and society

79
When everything is considered, the SECRET is
  • All You Need Is Love

80
Love Belonging
  • Demonstrate caring attitude toward staff
  • Organize staff retreats including training and
    entertainment
  • Send to Las Vegas for a weekend
  • Buy champagne or pizza for the office
  • Use photos of staff in Ads
  • Encourage out-of-office endeavors

81
Love Belongingcont
  • Provide physical and emotional climate that
    supports learning and good performance
  • Purchase comfortable stools, new instruments for
    the employee
  • Help employees with personal development
  • childcare
  • time off to attend school plays
  • counseling

82
  • EMPLOYEE CALENDAR
  • Page 9 of handout

January 1 Bring aspirin to office, share New
Years stories January 8 Set goals and rewards
for the next year January 15 Find reason to
praise employee January 22 Train on new
procedure or responsibility January 29 Take out
for lunch, discuss everything except office Feb
5 Say Thank you in public Feb 12
Bring Valentines gifts to everyone Feb 19
Do something for employees family Feb 26
Delegate to run staff meeting
83
Questions?
  • Comments from panel

84
Thank You for Attending Our Presentation!
  • Peter Shaw-McMinn, O.D.
  • shawmc_at_cox.net
  • Mark Wright, O.D.
  • Richard Kattouf, O.D.
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