Slow Hire/Fast Fire
Slow to Hire … Fast to Fire
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Having good employees is critical to the success of any medical practice. To accomplish that goal care must be taken in the hiring process to ensure that the right employee is hired and there should be no hesitation in terminating a poor employee. Unfortunately, many employers do the opposite and rush the hiring process out of desperation to fill a position and are slow to terminate poor employees due to the unpleasant experience.
To fill an open position start by carefully reviewing resumes looking for red flags such as multiple jobs over a short period of time, over qualified candidates and unexplained gaps in time. Job experience in a similar position is only necessary if you are unable to properly train the employee, otherwise the wrong experience and bad habits can be difficult to correct. Referrals from previous employers can be helpful. Also, check references.
When interviewing candidates provide a clear description of the job and focus on the candidate’s ability to perform the required duties. Make sure you understand and follow Federal, State and Local employment laws. Federal law prohibits discrimination based on race, color, national origin, religion, sex, physical handicap, and age. Avoid any questions related to those areas. If unsure of the laws seek legal advice. Determine not only if the candidate is right for the job but also if the job is right for the candidate. An unsatisfied employee will not be a good employee. Proper attitude, work ethic, and ability to work well with others are absolutely necessary. Set your standard for the job and don’t settle for less. If you expect to have an exceptional practice you must hire exceptional employees.
Sometimes, for a variety of reasons, the new employee just isn’t working out. In that case, take action immediately and meet with the employee. Fully explain your concerns, provide a list of areas that require improvement, and place the employee on a 30-day probationary period. If the individual hasn’t improved up to your standards after the probationary period you need to terminate him or her. Have an observer in the room with you during the termination and tell the employee that it just didn’t work out. Do not provide details or discuss job performance. That should have been done at the probation meeting and can only lead to potential employment legal issues at this time. Remember slow to hire – fast to fire.
Greg Dunn, CFO of Primary Care Education
Published on July 13, 2010
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