A smart appearance and professional manner is a very important step towards securing the confidence of patients and colleagues. The dress code is intended to help create a positive image of the clinic. Staff are expected to dress in a manner that reflects their professional status.
Hygiene is paramount for infection control and the comfort of others. It is recommended that when dealing with the public staff should:
Dentistry is primarily a service business. Yes, you do produce a product—healthy and aesthetic smiles. However, successful practices are those in which both the dentist and the staff realize that their most important commodity is superior customer service. The dentist and the staff share the responsibility of providing superior customer service to patients. Unfortunately, there seems to be a scarcity of highly trained, motivated workers interested in working in the dental profession.
Before you place your classified ad in the newspaper, contact employment agencies or call your colleagues, you must define the job you are looking to fill. This definition should include a step-by-step description of how the job is performed. It should also describe the type of person to best fill the job. For example, an applicant for a clerical position must not only have technical and communication skills, but also must have public relations and sales skills.
If you already have a written description for the position, this is a good time to reevaluate the job description and the qualifications. If there are deficiencies in the description, changes can be made at this time. If the job description for the position is meeting the needs of the practice, then investigate ways to improve the position’s value to the practice.
If you do not have a written description for the position, now is the time to write one. Ask your staff to help write the description and discuss the type of person who would best fill the position.
For example, the job description for the receptionist’s duties for greeting patients upon arrival to the office might include the following information:
Steps to fulfill goals: The receptionist will welcome patients by greeting them by name; asking them to come into the business area to review their personal information, medical history and financial information; and inquiring about any current concerns or problems. The receptionist will ask patients to make themselves comfortable in the reception area and inform them of the approximate waiting time. The receptionist will inform the clinical staff of any changes in medical histories and of any patient concerns.
Once the job description is completed, list the desirable qualifications for an applicant to possess to successfully fill the position. Ask yourself the following questions:
Just because someone worked in another practice for five years does not mean that applicant will add value to your practice. You may run your practice in an entirely different manner. Your technology may be more advanced. You may see a higher or lower volume of patients. Your patients may have different economic or educational backgrounds. You may have a larger or smaller staff. Hiring someone with previous experience in the same position in a different practice may require training and retraining. In addition to teaching skills required in your practice, you may need to retrain to overcome undesirable habits acquired in the previous job.
By hiring an inexperienced, highly motivated, intelligent applicant you are possibly hiring pure potential. You have a clean slate with which to work. In the long run this may result in a more dedicated and appreciative employee.
In addition to determining the educational and work experience qualifications, you need to decide what personality traits you desire in an employee. Remember, not all jobs require the same personality traits. The billing coordinator who works alone does not have to exude the same warm personality as a front-desk receptionist.
Listed below are personality traits that you should consider when searching for a new employee. The 17 traits are divided into three groups: personal, professional and business traits.
These traits reveal the basic character and personality of the applicant.
These traits reveal a person’s reliability, loyalty and trustworthiness to others and the company.
These traits show that a person understands that the practice is in business to make a profit.
Now that you have insight into the position that needs to be filled and the qualities and skills that will be required or desired of the person to successfully fill that position, your job is to find that person. In this section we explore the various considerations in finding the right person for the job.
The hours you set for your dental practice may limit or broaden the pool of qualified applicants. Some potential employees may be looking for a position with traditional business hours—8 to 5, five days a week. Others may be looking for schedules that fit in with their family commitments and lifestyle. If you schedule patients only during traditional business hours, you need to find employees who want to work traditional hours. If you offer early morning, evening or weekend appointments, you need to find employees who want to work these hours.
As an alternative to one full-time employee you may want to consider two employees sharing a job. A 40- hour per week jobs can be structured as two 20- hour per week jobs. Weeks or days can be split to accommodate the needs of the practice and the desires of the employees. Job sharing can result in a win- win situation. The dentist wins because you now have two qualified employees, instead one, who can fill the required hours and can cover for each other when necessary. The hiring of part-time employees also may reduce your obligation to provide certain benefits. Employees win because they have the opportunity to work a schedule that fits their needs. They also have a coworker with similar skills who can help out in an emergency.
Where do you begin your search for that perfect employee? How about starting in your practice—promoting from within your current staff. Too often we look outside our practices to find that one special person who has the key skill needed to fill a vacant position. Then we spend time, money and effort on training in other aspects of the job for which the person has no aptitude. Why not consider that clerk with the perky personality, who has been filing charts for that front- desk position. Or, the person you hired six months ago to work in the lab and develop radiographs, who has been observing you work during her down time. She may be your next dental assistant. You know their work habits, reliability and personalities. These current employees know their boss and coworkers, and they are familiar with office policies and procedures. They already fit in. With some refinement of a current employee’s skills, you can fill a higher-level vacant position. You can then fill a lower-level position that requires less training.
If you need to go outside your practice, think about the people you come in contact with on a daily basis. Your potentially perfect receptionist may be someone you already know. That supermarket cashier who greets you with a great big smile and says, “Nice to see you,” who spends her days scanning and punching codes on her computer, and who never forgets to ask if you have coupons. Can you picture her sitting at the office front desk, greeting your patients with that same “Nice to see you,” and asking patients for their completed and signed insurance forms?
Newspaper classifieds are the quickest and most effective to way to reach large numbers of potential job applicants. Your goals in creating and placing your ad are twofold. First, you want your ad to stand out from the scores of others advertising for the same type of position. Second, you want the responses to your ad to maximize the number of applicants that meet your needs and limit the number of those not qualified.
The best day to advertise is Sunday. If your budget allows, consider advertising on Sunday and one additional day—Tuesday, Wednesday or Thursday. Some newspapers offer significantly discounted weekly rates.
In addition to helping you secure good placement, the headline should grab the reader’s attention. Consider these suggestions for headlines:
Another way to grab some attention is to include your logo or a picture. You also can consider a display ad. These ads, which cost more that line ads, usually appear inside a box and cross more than one column. If your newspaper places ads randomly or you choose a display ad, ask if you can request a specific placement. Try to get your ad positioned as close to the top right hand corner of the page and as far above the fold as possible.
Your message in the body of your ad should encourage the reader to apply for the position by providing as much of the following information as possible:
The description of your job requirements is of major importance in determining the quantity and quality of responses. On the one hand you want to attract applicants that meet the maximum number of job requirements. On the other hand you do not want to dissuade potentially qualified applicants from responding because your ad is too specific.
By saying something like “Dental Assistant wanted; must have minimum four years of experience with lasers,” you may get some responses. But you will lose every highly motivated, efficient dental assistant with less than four years experience. The more “must haves” you put in an ad the fewer responses you will receive. Your ad should be specific enough to limit totally unqualified applicants and broad enough to prevent trainable applicants from ruling themselves out.
One way to attract a greater response is by emphasizing the benefits of working in your practice. Examples of benefits include:
It is important to weigh the pros and cons of including specific salary information in your ad. If current employees who earn considerably less see the ad, you will encounter considerable discontent among the ranks. This is especially true for current employees who feel they are qualified to fill the vacant position but have been passed over for an outsider. On the other hand, ads that do not advertise salary get half the response of ads that do. As an alternative to stating a specific salary, consider using one of the following phrases.
The manner in which you want applicants to respond to your ad really depends on your situation. If you are contemplating firing someone and preparing for a replacement, you might consider having candidates respond to a box number at the newspaper. One disadvantage of using a box number is that newspapers often hold responses until the ad runs its course. Using a box number also can limit responses from applicants who fear they may be responding to an ad placed by their current employer.
Every ad needs a call to action. You need to tell candidates how to reply to your ad. You can ask them to respond by mail, telephone, fax or e-mail. Providing a phone number will generate significantly more responses than other options, but the volume of calls may overwhelm your staff.
By following these suggestions you should attract a pool of qualified job applicants. Your next step is to determine who is best qualified to satisfy the job's requirements.
Your business card to anyone with whom you would like to work. Make sure the practice job descriptions are up to date. Ask current staff members to review them for any needed changes.
Conduct performance reviews twice each year. This will not only weed out poor performers but also bring to the forefront staff members who can function well in advanced positions.
Applicants use resumes to sell themselves. They hope their resumes will stand out and they will be offered a personal interview with you or a member of your staff. It is important to remember that resumes highlight strengths and ignore weaknesses. Most resumes include sections devoted to education, achievements, employment history and value to previous employers. Each section should be evaluated for what is included and what might be missing.
Education—Look for specific dates of attendance, degrees obtained, and acquisition of pertinent job skills. Applicants can state that they attended a college or university for two or four years, but this gives no indication of whether they actually earned a degree.
Achievements—Look for claims that can be easily be misinterpreted. “I implemented and reorganized the billing system” might mean “I moved the computer station used for billing from one desk to another.”
Employment history–—The key here is to watch for employment gaps and repeated job jumping.
Value to previous employer—Once again look for claims that can be easily misinterpreted. “Provided key support to the CEO” can be another way of saying “I fetched coffee for the boss.”
Do not jump to conclusions about an applicant because of one or two inconsistencies especially if most of the claims can be substantiated. Note your questions and concerns on the resume and pursue answers and clarification during the interview.
A letter of recommendation is not as important as it once was because you cannot be sure of the writer’s motivation. Rather than write negative letters, some employers write letters that contain only minimal information. Other employers choose to write glowing letters of recommendation in hopes that a former employee will land a new job. If unemployment benefits are being paid, there is an advantage to the business to help a former employee obtain a new position. Fear of litigation has forced some employers to refuse to write letters of recommendation preferring to only confirm dates of employment and ending salary. It is also possible that a letter of recommendation is not authentic; the candidate could have written it.
Upon reviewing any letter of recommendation, noncommittal or enthusiastic, make a note to follow up with the person who wrote the letter after you have interviewed the candidate.
If your effort to create a pool of qualified job applicants was a success, the thought of conducting scores of face-to-face interviews might be overwhelming. Consider conducting the preliminary screening using the telephone. These calls can be used to screen out applicants who do not have the availability or minimum qualifications to fill the job. After each phone call you should be able to answer the following questions:
Does the candidate possess the necessary technical qualifications (licenses, professional degrees, training)? Is the candidate available to work the necessary hours? Is the candidate able to explain resume discrepancies and clarify other areas of concern?
Once the candidate responds satisfactorily to the above points a face-to-face interview can be scheduled. An interview provides a number of opportunities for the dentist and the job candidate. Examples of these opportunities include:
The employer can explore any unclear or suspicious information on the resume or job application. The dentist can get a better feel for the candidate’s personality, motivation, ability to perform under stress and the likelihood of fitting in with the team. The candidate can learn more about the practice.
For most dentists, conducting a face-to-face interview with a job candidate is slightly less nerve wracking than firing an employee. By incorporating the following suggestions and questions into your interviewing protocol the process can be more palatable.
As uncomfortable as you might be conducting an interview, remember that it also is stressful for the candidate. Your goal is not to eliminate the candidate but to evaluate how well he or she will meet the demands of the job and fit into the practice. At the same time, you need to sell yourself and your practice. If the candidate fits your needs, you want the candidate to know that your practice is a great place to work.
The interviewee should be made to feel comfortable upon entering the office. A staff member should greet the candidate with a smile and an appropriate greeting.
The job application should ask for basic information such as name, address, contact information and social security number. It should also ask for education, job qualifications and recent job history. You might want to use a preprinted application available at office supply stores. If you devise your own form, consider having your attorney review it to make sure you are not asking any illegal questions.
Once the application is completed it should be brought to you for review before you meet the candidate. Compare the information on the job application with the information on the resume.
The interview should be conducted in a private office or consultation room. It is best if the candidate sits across a desk or table from the interviewer. The main requirements are privacy and no interruptions during the interview.
With the candidate’s application, resume and letters of recommendation in front of you, begin the interview by explaining the outline and goals of the interview.
To break the ice, consider starting the interview by reviewing the job application and resume and clarifying any issues that are unclear or need further explanation. Once those matters are squared away to your satisfaction you will want to ask specific questions.
There are basically two types of questions: close-ended and open-ended. Close-ended questions are those that can be answered with a yes or no. Open-ended questions require an explanation and details. For example, the close-ended question “Do you work well under pressure?” has only two possible answers: yes or no. The open-ended version of the same question is “Tell me how you work under pressure.” Open- ended questions are preferred over close-ended questions because interviewees are required to do more talking, and thus they reveal more information about themselves. A close-ended question can be changed into an open- ended question by adding phrases such as “I am interested in knowing . . . ” or “Share with me . . .”
Ask your question and then be quiet and listen. The interviewee should talk 80 percent of the time; you should talk only 20 percent of the time. While the interviewee is talking you should be listening and observing. Listen for excessive pauses, stuttering and silence. Excessive pauses might indicate too much thinking; stuttering could indicate nervousness; and silence might mean the candidate does not have an answer. Look for excessive fidgeting, lack of eye contact and slouching. Excessive fidgeting might indicate discomfort; lack of eye contact might mean the person is shy or lying; and slouching could be a sign of poor self-image.
There are hundreds of interview questions that can be asked, but in a 30-minute interview you will have time for no more than fifteen or twenty questions. Here are some of my favorites that have been divided into nine categories. These questions are offered as a starting point. You should adapt them to suit your interview style.
At the conclusion of the interview, stand up, extend your hand, offer thanks and let the candidate know when you plan to make a decision. Offer a specific timeframe.
All healthcare professionals should have appropriate licensure and necessary training and skills to deliver the dental services provided in the facility. All personnel assisting in the provision of healthcare services must be appropriately trained, qualified, supervised, and sufficient in number to provide appropriate care.
Functional responsibilities of all healthcare professionals and personnel should be defined and delineated. Policies and procedures for oversight of healthcare professionals and personnel should be in place. Clinical information relevant to patient care should be kept confidential and secure. Dental staff ratio shall be based on the dental clinic activity. In general for each licensed dentist providing dental services to a patient at least one Dental Assistant (DA) or Registered Nurse (RN) or Assistant Nurse shall be available with the dentist.
Employment Law Compliance and Human Resources — is important. If you are not current with the ever-changing labor laws you could end up with significant financial liabilities. Personnel issues are a major source of stress for most dentists. Dealing wisely and legally with complex employment issues can be particularly challenging, emotionally draining, as well as potentially costly if mishandled.
HR issues are a reality and exist even in the best and most stable practices. The challenge is not to let them interfere with your practice goals and patient care. Anything that distracts you from patient care and is not handled within twenty-four hours will have a negative effect on your productivity and profitability.
Problems and financial liabilities occur when you don't stay in compliance with the constantly changing employment laws, or personnel issues are not handled properly.
Whether it is for unfair termination, mishandling pregnancy leave, not properly paying for overtime, or a sexual harassment or discrimination allegation can be a bother.
For dentists, first, there is little to no training in the area of employment law compliance, thus it is foreign and can be quite literally overwhelming. Second, the workforce is not big enough to afford a specially trained human resource staff, thus the task of employment law compliance falls on your shoulders.
So how do you prevent HR issues from getting in the way of your patient focus? The solution is to have an HR programme in place that establishes HR Programme policy and protocol for your practice. You might be asking “Is this really necessary? I’ve gotten along okay so far.” Now, consider your potential liability:
It only takes one unhappy or disgruntled person to create a legal nightmare for you. Once you have implemented a sound HR Programme in your practice, you can feel good about knowing you are giving your staff every protection due to them under the law and every opportunity to be happy and successful in your practice. You will also be giving yourself the gift of peace of mind.
Claims, allegations, and lawsuits involving harassment continue to rise. In fact, harassment claims are one of the fastest growing areas of employment law compliance violations.
Cases of harassment against dentists are becoming rising. Ironically, many of these stem from disgruntled employees who have received unfavorable performance reviews, did not get the raise they wanted, felt unfairly discharged, or were unhappy with a decision the doctor made.
Harassment generally takes one of two forms. Most allegations of harassment fall under the heading “conduct that has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile or offensive work environment.” These are categorized as “hostile environment” claims and can include indecent propositions, discussion of sexual activities, obscene jokes, displaying sexually suggestive pictures, crude and offensive language. Further definition is difficult since the “hostile” nature of the alleged acts is effectively defined by the victim. Based on such a personal and situational definition, prevention and correct action is essential in such matters by making certain the work environment is free of any such potentially offensive conduct.
Hostile environment harassment can also occur based on any of the “protected classes” covered under the law. While this normally includes race, color, national origin, sex (including pregnancy-related conditions), laws provide for additional for protected classes.
Although we find it much less frequent, another form of sexual harassment is referred to as “quid pro quo.” This is harassment which occurs when an employee is asked to perform a sexual activity and perceives her/his job is conditioned on compliance. Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when:
If harassment is claimed or reported, the absolute worst course of action is to ignore the compliant and do nothing. Oftentimes the problem for employers is not that harassment happened, but that the employer didn't follow the prescribed steps to address the situation.
How can you keep this from happening to you? Prevention is the most effective tool for the elimination of harassment claims.
By insisting that all members of your work team, patients and contractors, behave in the workplace in a respectful manner, you will significantly reduce the opportunity that objectionable behavior will occur. The benefits are a more harmonious work environment, with better job performance, and less turnover.
