Issue link: http://viewer.e-digitaledition.com/i/1043567
most organizations are not giving their employees a compelling reason to stay, and it should be no surprise that 91 percent of the survey respondents stated they left their company to pursue a new position somewhere else. We must make it clear to our employees that we value what they do for our practice, recognize their strengths and encourage them to stay. Many practice managers meet regu- larly with their employees one-on-one to discuss topics such as what motivates them to stay with the practice. Ask ques- tions to find out what your practice can do to help further develop their skills, especially if there is an opportunity for a leadership role in the future, and find out how they feel you support them in that effort. These one-on-one meetings, also called "stay interviews" may help you determine if the employee needs more direction to be more ef fective. The frequency of these stay interviews depends on the number of employees; however, the more frequent the meetings, the better the results . We all compete to have the most tal- ented employees. Paying the employee a fair rate for his or her position and offer- ing benefits play a role in an employee's lon gev it y w it h t he pr a c t ic e . M a ny employees are looking for flexibility in their work schedule to balance their life away from work, although meeting that benefit may be difficult to do in a medical practice setting. ORGANIZING YOUR TEAM ROSTER While we will always have some staff turn- over, as managers, our job is to minimize the chaos caused by employees leaving us for the "greener pasture." Understandably, we would like to have all A-team players; however, as we have all seen, we also have a fair number of B- and C-team players. Though it's important to be fair with our staff, we have to recognize the contribu- tions of the A-team players if we expect to maintain them. We also must understand that the old days of employees staying for their entire career, like baby boomers did, are over. Perhaps we need to change our manage- ment approach from "Boss" to "Coach." Just a s a coach in spor ts focuses on improving the employees' skills, we must do the same to ensure they are making a better contribution to our practice. And, if we have players who are not contribut- ing to our success, we may decide to cut them from the team. Of course, there is always the possibility that the team owner decides to fire the coach because of ineffective results. In su m ma r y, t i mes a re cha n g i n g regarding people management, and we must make changes in our leadership and management style if we want to avoid high turnover. We highly recommend that you download the Ga llup "State of the American Workplace" report to learn what employees want in today's work environment. Concordis Practice Management LLC would be happy to evaluate your staff 's satisfaction and evaluate their desire to stay with your practice. Contact us today at 210-704-1014. n M D N E W S . C O M /// M D N E W S S A N A N T O N I O ■ 2 018 2 1