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National Practice Management Meeting Saturday 21 st April 2012 Getting the Best from Your Staff. Dealing with People.
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National Practice Management Meeting Saturday 21st April 2012Getting the Best from Your Staff
Dealing with People Dealing with people works differently from other types of management – while with tasks and things we tend to be concerned with efficiency, we need to concentrate on effectiveness of people. People behave from habits and emotions and not always in predictable or rational ways. This can be challenging. But as managers and leaders, it is our role and responsibility to support and serve our staff and to help them be the best they can possibly be.
Basic tools & techniques Every one of us have management styles we naturally tend towards. Sometimes we need to think about the style of the person we are trying to guide, and to work with that person’s personality. For example, a very aggressive manager and a very defensive employee would not be a good combination!
Some basic tools & tips Questions are much more useful than statements in dealing with problems. Open questions are the ideal kind to ask E.g. “how are you getting along with that task?” “what are you finding the hardest part?” Use another question to explore further “have you any ideas how to overcome that?”
Exercise 1 Can you remember times where you had a good or bad manager? What makes a good manager? How would a good manager behave normally? What are the worst / most annoying traits of poor managers?
Managing Staff Where are you with your staff at present? Are you happy with them? What problems do you have with their work? Do you know what they’re doing? Where are your staff at present? Are they happy with you? What problems do they have with their work? Do they know what you expect from them?
Goals Managing performance starts by having clear, understood, measurable goals or standards. Common pitfalls : • Employees don’t actually know what’s expected - due to lack of communication or misunderstanding • Personal preferences & prejudices affecting our communication
Training / Coaching Performance management isn’t all about the employee performing – it starts with the manager’s delivery of the expectation and the training or support being provided. Common pitfalls: • Training staff only at beginning of employment or when serious problems arise • “Telling” people how to do things
On-going Feedback P.I.P. - Praise in Public if you like… but R.I.P. – Reprimand in Private Be Positive, Fair, and Factual – Above all else be Honest! Listen, listen & listen some more. Find out where they’re at and what they need in order to improve. “Best friend” advice. Keep appropriate records, just in case. Common pitfalls: “Too afraid” to give honest feedback Backing down when you should stand firm.
Performance Appraisals A more formal scheduled meeting to discuss overall employee performance. Need to advise employee in advance & explain purpose of meeting and what to expect. Ensure it is not confused with disciplinary meeting! Not a good idea to discuss pay at this meeting as pay can dominate the conversation. A great opportunity to develop better understanding, better trust and better relationships with staff. Good time to explore training needs / motivations. Common pitfalls: Seen as a threat by employee Seen as a one way monologue, not a two way conversation Happens in isolation – if there is no follow up, holding a performance appraisal is just a form of lip service
Preparing for Performance Appraisals Read last year’s performance review notes & any notes in between Observe employee over time Consider goals / issues to be discussed Consider the ways you might approach issues Advise employee of intended meeting & seek their self appraisal if you want to include that. Have your notes to hand & planned questions Go in with both ears ready to listen Common pitfalls: No preparation Prejudices / foregone conclusions / self fulfilling prophecies
After Performance Appraisal Meetings Write up the notes Ensure goals are specific, clear, measurable and realistically challenging – discuss in further detail if needed Sign off review with employee Diary forward any actions & reviews Common pitfalls: Meeting concludes & all is forgotten ‘til next year!
Disciplinary Issues Disciplinary issues must be dealt with appropriately. Don’t confuse performance appraisal with disciplinary issues! Disciplinary process is an area covered in depth by Irish law. Every employer must have a proper disciplinary procedure – and must follow it to the letter. The consequences of not adhering to proper procedure can be very significant.
Disciplinary Issues Can include • Timekeeping / absenteeism • Incompetence • Negligence • Misconduct (inappropriate behaviours) • Gross misconduct (e.g. theft, illegal activities) Your disciplinary procedure should give details of what you consider misconduct and gross misconduct and what sanctions are possible.
In the Event of a Serious Disciplinary Issue Do not make a snap decision! Never, ever, summarily dismiss an employee – no matter what. Get and read a copy of your employee’s contract & your disciplinary procedure. Seek professional advice unless you are fully competent to manage such a serious situation, unfair dismissals / constructive dismissals can be far more costly than professional advice. Put the employee on paid leave if necessary. Follow the procedure ensuring it is carried out fairly and without prejudice. Document everything carefully without delay.
Exercise : Role Play Split into pairs. One person needs to agree to be “Alex” and the other person is “Sam”. All the Alex’s – you will be the appraiser All the Sam’s – you will be the appraisee. Alex’s in the room – please close your eyes!!
Sam’s story You took over chasing up bad debts when another secretary retired three months ago. There are thousands of euro outstanding since before you took over and it doesn’t look like anybody much cared about it. Nobody really explained what you’re supposed to do about it. You’ve always been popular with the patients and now you’re anxious about offending these people you know, by phoning them and asking for money. Last time you phoned somebody, they were very aggressive, saying they’ve paid the bill already and will make a complaint to the Practice Manager about you harassing them over money.
Alex’s Story You’re a new Practice Manager just started a month ago. The Partners of the Practice are concerned about falling income. You’ve noticed that lots of patients seem to be walking out without paying. It’s Alex’s job to chase up the bad debts, but there are thousands of Euro outstanding and although you’ve said how important this is, Alex isn’t dealing with it. What do you do??
Sam & Alex What did Sam and Alex discover? Did you agree on any goals? Did you agree any timeframe for follow up? What could have happened if this situation was handled differently?
