Your employees can make or break your practice.Learn how to hire staff members who are a good fit with your practice.

I am old enough to remember people who would begin their careers with a company, work their way up the ladder, and then retire from that company. These employees were viewed as being loyal to the company and, conversely, the economy was such that the employees were assured of a position in the company as long as they wanted to work there, and functioned as valued employees.

We all know that while there is something comforting with that image, the system was not always perfect. Nonetheless, that is a scenario seldom seen in our current social and economic climate. As employers, we must face the fact that we are going to need to invest time in the hiring and training of employees.

Hopefully, the time is spent in devising a strategy and working with our employees toward mutually beneficial goals. Unfortunately, the time is often spent in an endless cycle of hiring, training, losing/firing, then hiring again. This takes an inordinate amount of energy and will ultimately undermine a practice.

What steps can you take to keep that cycle from happening, or at least, keep to a minimum? Some good, solid business practices that may seem like a bother will reward you in the end with a solid hiring strategy.

Hire With Purpose
If all you are looking for is a warm body to fill a position, that is what you are going to get. Before you start the hiring process, determine a general job description, keep in mind the qualifications you require, and have office policies and procedures as guidelines.

A small business is just that: a business. And treating the business—be it a two-person office, or a large chiropractic practice—as such starts with the hiring of your personnel and the development of a solid set of office guidelines and procedures. It is important to develop your hiring standards and follow them in all hiring situations.

Develop a set of questions for each applicant. Develop questions that are relevant to the position. A list of questions helps avoid accusations of preferential or discriminatory treatment. Make notes of the responses to review when making your decision.

When devising the questions, remember to be careful what you ask in an interview. There are some that just cannot be asked, but there are also some delicate questions that can be asked as long as the question is asked of every applicant regardless of age, race, or gender. Some examples are: availability to work on weekends and evenings (if this is a business necessity); whether they are a US citizen or an alien authorized to work in the United States; and language (can they read/write English), if required by the position. Check your state and local EEOC to determine if there are any exceptions.

Research the position to make sure you are offering competitive wages. You may luck out and find the dream employee at a bargain wage, but this will probably not work out in the long run. It is best to know that the wages and benefits are in line with the work you require. I usually call three to five colleagues who work in similar type practices across the country and calculate the average salary and range. I try to set my salary and benefits in the top 25% of this range to attract and retain quality applicants. Being progressive makes finding the right person a long-term investment that saves money and frustration down the road.

Give the facts up front. If the applicants knows what you expect, and has an idea of the working conditions and benefits, you will be better off in the long run. Keep in mind that not only are you looking for an employee that is a perfect fit in your organization, but you also want an employee who is interested in what you are offering. For example, if your practice utilizes any adjunctive therapies (such as custom orthotics, cervical support pillows, rehabilitative exercise products, etc), it helps to hire people who understand and endorse the value of such items.

Remember that the candidate is also interviewing you. In addition to looking for that perfect candidate, you are promoting the position, your practice, and yourself as well. Put your best foot forward. Be prepared for the interview, be prompt, and keep any commitment you make. If you say you are going to call at a certain time, do it. It is as important for you to practice and hone your interviewing skills as it is for the applicant the practice being interviewed. The more comfortable you are with the process, the smoother it will go. I have heard tales from some of my colleagues who missed the chance to hire a promising applicant simply because they could not finalize the hiring offer in a reasonable length of time.

Do not forget to check references. State to the applicant that references will be checked. When making the calls to references, have a written list of job-related questions to ask and take notes on the responses. One question you should always ask is whether the previous employer would rehire the applicant. If you hear the voice on the other end of the line say something like, "I would hire Ms Smith back right now if I could," chances are good that Ms Smith has some qualities you might find of value to your practice.

If possible, do not prolong the process. Do not settle or take longer than necessary to make your decision. If you are truly not satisfied with the applicants, consider hiring a temporary employee. You can continue to seek a permanent employee in the meantime. And you never know, it may turn out that the temporary employee works out as a permanent hire. Some of the best employees I hired were energetic patients who kept appointments, paid their bills on time, referred friends, and appreciated my care.

As a small business owner, you have a lot of responsibilities. A smooth running office is one of the more controllable aspects of your business. These guidelines should help you establish the basis for a strong team. CP

Jeffrey D. Olsen, DC, is a 1996 presidential scholar and summa cum laude graduate of Palmer College of Chiropractic. He has been in private practice with his two partners/brothers since 1997 in Roanoke, Va. Olsen has also instructed as an adjunct faculty member at the College of Health Sciences in Roanoke, teaching anatomy and physiology in the Physician Assistant Department. He can be reached at (800) 553-4860, or via email: olsen@footlevelers.com.