Providing motivation, growth, opportunity, and a clear sense of purpose will result in a dedicated and enthusiastic CA

When the economy improves, employee attraction and retention should be a priority. As doctors, we often focus on patient care and neglect the business aspect of our offices. As business owners, we are challenged to use management skills that are often not our strongpoint. One of the most challenging aspects we face is hiring, training, and retaining our chiropractic assistants (CAs). As the economy grows,

the likelihood that we will hire new employees or lose some of our current employees increases. If we do not create an environment and career path that is attractive to our employees, our offices will become revolving-door organizations.

First Impressions
CAs are the first people your patients meet or speak to, often before they enter the office. If a patient encounters a rude or incompetent employee, it leaves a lasting impression that can be detrimental to your practice. A common estimate of turnover cost to a company is a minimum of $10,000 per employee; this can spell disaster for a small business. Staff retention increases revenues and should be considered as important as patient retention.

There are some strategies I have found that can be adopted by DCs regardless of the size or location of practice. These steps are straightforward and sensible and will ensure satisfied, capable employees.

The first step comes with the selection of your CA. Assess the potential CA during the interview to determine that the job matches his or her needs and capabilities. Employees are happiest and most productive when they enjoy what they do. Consider the prospective CA’s personality—you want someone who will represent your practice well and who does not have a conflicting personality with you or anyone else in the office.

Make sure that the position is a good fit for the prospective employee. Determine if the position will be a challenge for the employee; employees need and want to provide value to the office. If they feel unchallenged or underutilized, they will soon seek employment in a place they can grow and feel valuable. Determining this can be somewhat tricky. You may be fortunate enough to find someone who has excellent qualifications and seems overqualified—but has circumstances that make the position that you are offering ideal for them. You will then have to weigh whether those reasons are compelling enough to keep the employee satisfied and if you can tailor the position to take advantage of the employee’s knowledge, yet still challenge them to grow in the position.

Once a CA is hired, you must offer a comprehensive orientation and communicate your expectations. If an employee does not know what is expected of them, you cannot assume they will perform the job to your satisfaction. Foster an environment that is encouraging to your staff. Teamwork, open communication, and pleasant office surroundings will help to foster this atmosphere. You must also be sure that you have a proper work environment for the CA, which should be attractive and ergonomic. The CA also needs to have the appropriate technological tools available to them and a work area that will help them (and you) succeed.

Train and Retain
Now, what can you do to keep your newly trained CA? While compensation seems to be the main motivator for employees, it goes much deeper than that. Factors such as work satisfaction, good relationships with managers and other employees, and a positive work environment have more of an effect. To be motivated, an employee needs to perform tasks that suit his or her capabilities. You should keep your employees’ skills and needs in mind when considering employee motivation and retention.

I have developed a few training ideas that are inexpensive, but go a long way in ensuring employee satisfaction and, ultimately, retention:

1) Encourage your CA to participate in marketing strategies. Everyone is more enthusiastic about a program in which he or she has a vested interest. That interest can be as simple as voicing an opinion or making a suggestion, or as complex as designing the marketing strategies and planning the execution of the program. This is a win-win proposition. You get the benefit of other opinions; they get the benefit of expressing their creativity and feeling as if they are adding value to your practice.

2) Schedule a program of chiropractic care for your staff. More and more employers are emphasizing wellness in their health care plans. Included in most packages is chiropractic care. It only makes sense that you take advantage of what the large corporations know—a healthy employee is a more productive employee. The most successful practices that I have encountered have a program where staff are scheduled for routine chiropractic care. In addition, offer your staff products you recommend to patients—such as orthotics, pillows, etc—at a reduced cost.

This strategy is really twofold. Not only will you get the benefit of a healthier employee, your CA will experience first-hand the benefits of your care and will be able to express what chiropractic care has done for him or her when asked by others—whether the inquiries come from patients, friends, or family. You now have a walking billboard advertisement and it has not cost you a cent. Word of mouth and third-party endorsements are the strongest form of advertising.

3) Take a staff member to a training seminar. This can be offered as a reward for attainment of a predetermined goal. The CA will see this as further proof that he or she is a valued member of the team and will have a greater understanding and appreciation for chiropractic care and a better understanding of what you do. They will also get a chance to share ideas with others, reinforce practices and procedures, or learn new ways to perform tasks.

Some companies offer seminar topics specifically for CAs. These seminars are designed to motivate the staff, help them to become more efficient, and give them a better understanding of chiropractic. It is a good chance to get away from the office and be able to learn in a stress-free environment. The CA may also see this as a mini vacation and a time for some rest, relaxation, and a chance to interact with you and others in their field.

4) Initiate a program of reduced rates for family members. Again, anything you can do to strengthen the experience of your staff with a chiropractic wellness program will increase referrals and help your staff gain understanding of chiropractic. Helping the spouse or child of your CA to feel better will benefit them and you. This also helps to strengthen the investment the CA has in the practice.

5) Offer a tuition reimbursement program. Education is a good way for the CA to realize self-fulfillment. The education does not necessarily have to be tied to the field of chiropractic. Courses such as accounting, marketing, or interpersonal communication would be valuable to them and would benefit you and your practice.

6) Communicate, communicate, communicate. There are many forms of management styles that can be adopted, but the one common element in successful management is communication. Studies have shown that a participative management style leads to a better performing and more motivated workforce. Participative management encourages communication in all directions and at all levels. The employee participates in decision-making and feels a responsibility to achieve a successful project outcome.

With all of the challenges we face in our practices, it would be nice not to worry about constant turnover or employee job dissatisfaction. While that will never be far from our minds, the suggestions I offer can prevent them from being a primary concern. These suggestions are not foolproof, but employing some or all of them will help ensure you have done your utmost to provide a culture that encourages employee satisfaction.

The benefits are numerous and ultimately, these few steps and suggestions will help strengthen your practice. CP

Jeffrey D. Olsen, DC, is a summa cum laude graduate of Palmer College of Chiropractic. He has been in private practice in Roanoke, Va, with his two partners/brothers since 1997. 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.