Human Resources (Part 8 of 12)

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Perhaps because dermatologists are so busy, they have a startlingly high amount of staff dysfunction. Staff run roughshod over physicians. For example, in one practice we called on, staff routinely show up late, making a mockery of the day’s schedule and inconveniencing patients. Physicians don’t want to take the time to address the problem so it simply continues. Few of the practices from our research had written staff policies and procedures.

Understandably, few physicians want to deal with the personal angst and legal mires of human resource management, but taking a few simple steps can go a long way to improving the day to day pressures of work, not to mention the patient’s experience. The secrets? Strong leadership and solid compensation.

Improving leadership

The physician sets the tone for the staff. Strong teams are built on strong expectations and an attitude of leadership. Instead of giving an employee the sense — whether through verbal communications, lack of an incentive plan, a job description, or a general attitude — that all she needs to do is show up on time, convince all staff that they are part of taking the practice to a higher level. If the expectation is never set, it will never be achieved.

Often it’s the tone set by the physician herself that makes the difference. Physicians who do not know the names of staff, who never eat with staff, who never meet with staff face to face, will have a hard time getting active participation from staff when they want it. Stimulating leadership will bring better results than condescension.

To build a problem-solving instead of a problem-creating staff:

• Consistently set inspiring goals, not just menial ones.
• Open communications between management and employees. Welcome new ideas, and follow through on them in both deed and word.
• Don’t let bad staff linger and foster bad feelings in other staff or create bigger problems for the practice.

The basis for strong leadership is a written policy manual. You need something everyone can refer to, something that sets the standards. A policies and procedures manual can cover every aspect of practice management — but it doesn’t have to. Consider including:

• Rules for personnel, including work schedules, paid and unpaid time off, inclement weather policy, attire, performance review program, termination procedures, benefit eligibility, and bonus programs
• Directions on how to register patients, schedule appointments, track and report on biopsies, and participate in clinical care
• Policies for compliance with the privacy rule of the Health Insurance Portability And Accountability Act (HIPAA)
• Policies for use of information systems and facilities

Of course, a manual that just sits on a shelf is useless. Here are some ways to keep your policies and procedures relevant:

• Make sure the policy or procedure can be supported by the facility, and that it reflects what the practice is doing and how that relates to what is expected of employees. Back up each policy with a rationale.

FYI

Our essay next month will be “Managing Compensation.”

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Disclaimer: The material above has been prepared by Physicians Practice. It has not been reviewed by the DermQuest Editorial Board for its accuracy or reliability. Reference to any products, service, or other information does not constitute or imply endorsement, sponsorship, or recommendation by members of the Editorial Board.