By Tim Connor, Rodeo! Performance Group, Inc.
In the first article of this series: If You Could Hire the Right People, What Would It Mean to Your Practice?, we looked at the issues and benefits “right staff” mean to a practice. Here, we will examine the personality aspects that must be considered to allow you to dig back into an applicant’s history and find attitudes critical to your organization.
Setting The Stage
To set up a plan for effective hiring, it’s important to understand four basic facets of working humans, which we’ll look at in a moment. But it’s also necessary to examine some errors commonly made by modern companies when hiring new staff.
To do this, we’ll use the KASH square (below). In that square the K stands for Knowledge, the A for Attitudes, the S for Skills, and the H for Habits.
What Do Modern Practices Consider Important?
Think about your own hiring practices, as well as benefits you may provide for your current staff. Where is the money spent? 90% of the money businesses spend related to hiring or keeping staff today is spent on Knowledge and Skills – the K and the S in the KASH Square. That’s what has been touted as being most important, so the money goes to checking or improving learning, to certifications, to continuing education, or to academic degrees. With physicians, their skills learned in residency or fellowships are the focus, as are the procedural skills picked up in previous practice. These are concerns, and with good reason – they can’t be dispensed with.
BUT where do disciplinary and inter-personal problems occur? 90% of the problems requiring discipline or even firing within a practice occur with Attitudes and Habits – the A and the H in the KASH Square. That’s significant, isn’t it? Can you think of examples where you had issues with a staff member or a physician? How many of those issues were related to knowledge or skills? Few, if any – right? With relation to staff, the problems usually include tardiness, laziness, and just plain orneriness. With physicians, it tends toward lack of teamwork, lack of follow through, or even arrogance.
It’s obvious that considerably more attention should be paid to identifying these attitudes and habits in prospective physicians and staff, and that BEFORE we bring them on board.