Are you employing “lifers” and “keepers” or do you have a constant turnaround of team members?
Many practices have been struggling to recruit new team members over the last few years. Unfortunately, for many, COVID has not helped the situation. Some practices seem to have a constant source and for others the well has dried up.
Whilst we look for new potential team members, we need to keep our eye on the ball with those that we do have, otherwise it becomes a never-ending circle of frustration and often disruption for the practice and team.
Practices often underestimate how important progression and training is to their team members, whether it be formal or informal, it matters. A recent study showed that for 68% of team members, training was an important factor to them and with 40% of new employees leaving a new role within the first six months, it's vital to provide the right training culture from the very start. Even before the very start, you can demonstrate your commitment in your job advertisement and at the interview through:
- Internal Training
- Regular one-to-one's
- Focus groups. I.e. Reception, Nurse communication, TCO, Management etc
- Whole team
- Lead by example. All the team should undergo regular training. Not just because it’s a GDC requirement but because it is the right thing to do.
- Put it on your schedule. Nothing will happen if it is not scheduled and schedule it a year in advance. If a training need arises before its scheduled, then address it and find time immediately.
- Ideally book it first thing in the morning or after lunch. Trying to get everyone to finish in time is a nightmare and those not attending will impact on the importance and will undermine the necessity.
- Choose an appropriate area? Maybe outside of the practice? Taking away internal pressures can allow focus and reinforces the precious time you have set aside for the training session.
- Share what you learn and discuss it. The best way to ensure your team are committed to learning is to make a follow up plan. Maybe at team meetings, and always set objectives and goals.
- Get creative and have fun. Training does not have to be a chore or another thing for them to have to do. Make it positive and enjoyable, making it clear that all training leads to a happier and more successful practice and satisfied team.
- External Training
- Team Building
- Patient journey/Customer Service
- Communication
- Personal wellbeing and self-management
- Health and Safety
- Medical Emergency and CPR
- Radiography Updates
- Other general core CPD
- Marketing
- HR
- Business
Don’t forget – discuss your teams training needs at appraisals, during Personal Development Planning, Performance Reviews.
Is there something they would like to do to enhance their skills and performance? What does their career pathway look like?
Whilst some team members don’t have the appetite to do further formal qualifications, ensure those that do, are getting what they need from you as their managers. Be their supporters and cheer them on to achieve their goals.
Over the last 24 years as a PM, I can say that during interviewing new team members, the biggest factor of them looking for alternative employment is if they have felt let down by false promises of training and don’t feel valued.
Don’t let your team look for a practice that will see their worth and that are happy to invest in them.
In my team the majority of employees are what we call “lifers” and “keepers” and training and job satisfaction is at the root of these amazing people and the most successful practices.
Written by Lisa Bainham from The Association of Dental Administrators and Managers. ADAM support practice Administrators, Managers and more. For further information on how you can join the association visit their website here.
