Published in Our Bite-Sized Practice Management Newsletter
In my last article, How to Use the Job Description in the Hiring Process, I noted that great job descriptions orientate and evaluate new and veteran team members. When used effectively, job descriptions:
Dear Sharyn Our office is overwhelmed with patients cancelling their
It is spring and, of course, many dentists thoughts turn to retirement. While this may not sound as fun as dancing through the tulips, my guest columnist is a Certified Financial Planner CFP® who finds this topic exhilarating. And as you will see, he is also giddy, knowledgeable, thoughtful and inquisitive.
View your current payroll costs at a glance and forecast the impact of potential raises. You will be able to see any compensation inequities, compare payroll costs to your production and calculate the costs of proposed raises against your production goals.
Record case acceptance of new patients and patients of record over a 12-month period so that you can measure your success and follow up with patients who have delayed treatment.
Job descriptions and job ads are two essential tools used in the hiring and onboarding process. But there is a difference between job descriptions that are written to fill an HR file and job descriptions that are living documents used to set expectations and ground employee performance. In this article, we’ll show you the components of a job description that can assess, orientate and evaluate new and veteran team members.
You may think your beliefs and attitudes don’t affect your hiring decisions. You may think that given the dearth of good employees, who you end up hiring has more to do with luck and availability then your own mindset. But if you believe this, you will be dead wrong. In this article we will explore what it means to have a growth mindset versus a fixed mindset and why this matters when you embark on the hiring process.
View your current payroll costs at a glance and forecast the impact of potential raises. You will be able to see any compensation inequities, compare payroll costs to your production and calculate the costs of proposed raises against your production goals.
“As an Office Manager, I’ve seen a great difference in my practice since starting with Sharyn. Three years ago our staff was in turmoil with a lot of infighting and gossip and some jealousy directed towards me.
I had given up because everything I did was judged. Now I have learned to have more one-to-one communication and by being more vulnerable with individuals I found my leadership voice. As a team, we’re all focused on the same goals.
Last year, in August we produced $88,000. This year we’re on track to produce $111,000 this month. I know it’s because we learned how to follow through with patients and communicate our expectations while building our systems.
Sharyn has gotten us out of our comfort zone and inspired us to dream bigger and it works.”
