Dental Tribune U.S. Edition

DENTAL TRIBUNE | April 2011 Practice Matters 5A gaps in the resume or frequent job changes. Dentists commonly ignore recommendations to check out ref- erences. Too often they are driven by one thought: “How quickly can I get someone, anyone, in here?” Little or no consideration is given to assessing the likelihood that this person will succeed in the position or what impact the individual will have on the success of the practice over time, or in other words, the “quality of the hire.” That being said, hiring failures can cost a for- tune. The figure commonly tossed about to fill a vacancy is 1.5 times the position’s annual salary. Yet, if the new hire doesn’t work out and you’re filling the position again six or maybe nine months later, you’re looking at doubling the cost, not to mention the frustration. Thus, it is all the more reason why placing greater attention on the quality of the hire rather than merely filling the slot is tremen- dously important. Take steps now to ensure that when the next employee turns in his or her two-weeks’ notice, you’re not spiraling into panic mode and scrambling to merely fill the posi- tion. Establish a well-defined hiring procedure. ‘Mission minded’ Recruiting quality employees is a process that goes well beyond the two-line classified ad written in secret code. Look at your mis- sion statement and remind yourself where you want to take your prac- tice. Remember, you’re building a team, a practice and a vision — not just filling a position. Consider the strengths and weaknesses of your practice as well as your own and those of your employees. Are there voids in employee skills and/or duplication of strengths or weaknesses among the team? One of the key components of this hiring procedure is a clearly defined job description for every position in your practice. Keep in mind that when an opening occurs, that is the opportunity to closely look at the position and update and/ or refine the job description to bet- ter address the continually chang- ing needs of the office. A staff open- ing isn’t the time to be creating the job description from scratch. In addition, please don’t utter this tired line: “But I don’t like job descriptions because they box people in.” If that’s your excuse for not having job descriptions, I can assure you that your practice also lacks accountability. There are like- ly significant system breakdowns, and you are losing money hand over fist. What’s more, if you’re looking for quality applicants to fill the position, not just a warm body, they expect to see a job description. The applicants will want details of pre- cisely what the job entails and the expectations. Vague generalizations about the position that appear in the classified ads will not satisfy a qual- ity applicant. Next, consider your advertising strategy. What type of applicant do you want to attract, then target your ad to appeal to that particular audi- ence. Place your ad in publications and on websites where prospective candidates are likely to see it. Look well beyond the local paper; consid- er online newsletters geared toward business employees, management staff as well as the usual dental publications targeting assistants and dental hygienists. Additionally, some dentists have had very good luck using online job advertising services as well. Screen the applications first by AD g DT page 6A Every member of your team has an effect on the success of your practice over time. If you want a quality team, make sure you’re making “quality hires.” (Photo/www.sxc.hu)