Great video....awesome delivery! I wish you would have addressed the value of monetary recognition and the affect it also has in "your staff caring more about the practice" Let's face it at the end of the day and 18 years of service money talks. People aren't showing up to work for the fun of it, along with upward growth, employees also want to know their rate of pay for a job well done is also part of the equation. Even if all the other points are addressed, employees are not gonna care about the other stuff over time unless compensation is also included.
Hi christine curto, Sorry for the reply. Yes, compensation plays into all of this, but I'd tie it to two things: 1) Some kind of incentive/bonus related to the overall business productivity/profitability and 2) Degree of responsibility and effect on the business. An incentive plan is pretty self explanatory, and has to account for the business delivering excellent service and not cutting any corners (e.g. you don't want to do a big money grab to artificially boost profit and not deliver service at a high level), that model won't last. If the business is more profitable, that's a reflection of the team's efforts and there should be some kind of ability to share in that success. with "2" responsibility - that can manifest two ways: a) position in the organization - someone being promoted from Reception to a managerial position would expect more compensation as they are taking on more (and this of course assumes they are doing a good job) and b) effect on the organization. For example, let's say you have a "New Patient Coordinator," who does a superlative job handling income new patient calls and new patients grow from an average of 20 to 75 a month. That means for practice growth - as well as more patients getting more help. The New Patient Coordinator in this case should be compensated/recognized for this contribution to the practice's growth. The more you give to the team, the more the team should give back. If it's set up equitably, it's a win-win - for the team member and the doctor/owner and ultimately for the patients as it's a far happier environment. Apologize for the long response, but hope that helps. - Best, Jeff
Aa always great tips. What if one of the staff has a temporary problem that negatively affects the whole team. Should we let her go? Should be tolerant until her problem solved? What is your suggestion in cases like this?
Hi Ali, Tough question to answer without knowing all of the details. If you'd like, you can reach out directly to Jeff at jeffb@mgeonline.com for an answer more specific to your situation. Best, the MGE Team
Great video....awesome delivery!
I wish you would have addressed the value of monetary recognition and the affect it also has in "your staff caring more about the practice" Let's face it at the end of the day and 18 years of service money talks. People aren't showing up to work for the fun of it, along with upward growth, employees also want to know their rate of pay for a job well done is also part of the equation. Even if all the other points are addressed, employees are not gonna care about the other stuff over time unless compensation is also included.
Hi christine curto, Sorry for the reply. Yes, compensation plays into all of this, but I'd tie it to two things: 1) Some kind of incentive/bonus related to the overall business productivity/profitability and 2) Degree of responsibility and effect on the business. An incentive plan is pretty self explanatory, and has to account for the business delivering excellent service and not cutting any corners (e.g. you don't want to do a big money grab to artificially boost profit and not deliver service at a high level), that model won't last. If the business is more profitable, that's a reflection of the team's efforts and there should be some kind of ability to share in that success. with "2" responsibility - that can manifest two ways: a) position in the organization - someone being promoted from Reception to a managerial position would expect more compensation as they are taking on more (and this of course assumes they are doing a good job) and b) effect on the organization. For example, let's say you have a "New Patient Coordinator," who does a superlative job handling income new patient calls and new patients grow from an average of 20 to 75 a month. That means for practice growth - as well as more patients getting more help. The New Patient Coordinator in this case should be compensated/recognized for this contribution to the practice's growth. The more you give to the team, the more the team should give back. If it's set up equitably, it's a win-win - for the team member and the doctor/owner and ultimately for the patients as it's a far happier environment. Apologize for the long response, but hope that helps. - Best, Jeff
Staff infection 😫...LOL 😂🤣....I LOVE THIS VIDEO.
Aa always great tips.
What if one of the staff has a temporary problem that negatively affects the whole team. Should we let her go? Should be tolerant until her problem solved?
What is your suggestion in cases like this?
Hi Ali, Tough question to answer without knowing all of the details. If you'd like, you can reach out directly to Jeff at jeffb@mgeonline.com for an answer more specific to your situation. Best, the MGE Team