May 2001

Susan Hoy’s TEAM TIPS
Evaluating the Importance of Your Employees

Several months ago I was speaking to an expert on management consulting. He shared some informa- tion on how to evaluate employees and their importance to your business. I have seen this simple evaluation in action, and I would like to share it with you. This evaluation system will help you rate your staff members as “A,” “B” or “C” employees.

Imagine that an employee came to you and said: “Dr. Smith, I’m sorry to have to tell you this, but I have been offered another job. I am giving you notice and will be leaving in two weeks.” If you think to yourself: “I’m relieved this employee is leaving. She wasn’t really doing the job anyway, and it will save me the discomfort of letting her go,” that employee has a rating of “C.”

If another employee gives you the same notice, and you think to yourself: “I am really disappointed that this employee is leaving. He will be difficult to replace; he was a very good employee,” that employee has a rating of “B.”

Now, if an employee comes to you with the same notice, and you can’t even think — you just want to put your head down on your desk in despair and wonder how you are going to run your practice without this employee, you have an “A” employee.

I probably don’t have to tell you that “B” employees are very valuable, and steps should be taken to keep employees like these. And when you have an “A” employee, you want to do whatever it takes to support and retain this employee.

I recently read an article in a business magazine about Herb Kelleher, the chairman of the board of Southwest Airlines. He has helped create a profitable airline and has also gained the respect of his employees. Here is his golden rule: “Employees are #1. The way you treat your employees is the way they will treat your customers.”

The bottom line is, you should be sure you hold on to your “A” and “B” employees. You should appreciate them and treat them well. These staff members, along with you, can help propel your practice growth.

The following are traits common among “A” employees:
• confidence and belief in all aspects
of the practice;
• a great attitude and high level of enthusiasm;
• the ability to give credit and accept blame;
• keeping personal problems out of
the office;
• helping promote a positive atmosphere in your office;
• professionalism;
• the ability to problem-solve;
• finding solutions;
• doing whatever it takes;
• growth-oriented, both personally
and professionally;
• focusing on the well-being of the patients;
• creating a happy, healthy office
environment;
• open communication between employees and employer;
• ability to delegate and oversee tasks;
• trustworthy and honest.

An “A” employee understands the needs of the practice and forms a trusting relationship with the office’s chiropractor(s). That relationship is one of communication and teamwork that helps create an exceptional practice where patients will get better and refer others, and where employees will be proud of their association.

Ms. Hoy speaks to chiropractic team members throughout the country and is an award-winning team trainer and consultant. She is the author of several books and a team-training manual. She writes a newsletter called “B.E.E.F. IT UP,” which focuses on chiropractic staff issues. Ms. Hoy served as office manager of Snyman Chiropractic Group in Center City, Philadelphia, for 11 years. She can be reached at 215-674-0130, or check out her website at www.beefitup.net.