4.12.13 Issue #579 info@mckenziemgmt.com 1-877-777-6151 Forward This Newsletter
 


Belle DuCharme, CDPMA
Instructor/Consultant
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Front Desk Burnout Costs Too Much to Measure
Belle DuCharme, CDPMA

Dear Belle,

I am leaving my job after 18 months because I just can’t take the pressure anymore. I was trained by the previous office manager who left for the same reasons; all I get is criticism and no appreciation. I am not going back to dentistry.  

Regards, Betty Burned Out - Office Manager

According to data from Ross Blake of Webpronews, the Society for Human Resource Management (SHRM) estimated that it costs $3,500 to replace one $8/hour employee when all costs - recruiting, interviewing, hiring, training, reduced productivity, etc. were considered. SHRM’s estimate was the lowest of 17 nationally respected companies who calculate this cost! Other sources provide these estimates: It costs you 30-50% of the annual salary of entry-level employees, 150% of middle level employees, and up to 400% for specialized, high level employees.

Do a quick calculation: Think of a job in your organization where there has been some turnover, perhaps supervisors. Estimate their annual average pay and the number of supervisors you lose annually. For example, if their average annual pay is $40,000, multiply this by 125% (or 125% of their annual pay, a reasonable cost estimate for supervisors). This means it costs $50,000 to replace just one supervisor. If this company loses ten supervisors a year, then 10 times $50,000 equals $500,000 in replacement costs for just supervisors. This is the bottom line cost. The top line cost? If the company’s profit margin is 10%, then it costs $5,000,000 in revenues to replace these ten supervisors.

The cost to the practice that is hardest to measure is the perception of patients, especially those who had formed a relationship of trust with the exiting staff member and the morale of the remaining staff who have to now adjust to another new team member. The mood in the office after someone has left is often somber and palpable to patients coming in for treatment, resulting in lower treatment acceptance and possibly the tipping point to patient retention in the practice.

How do you prevent loss of good staff? It is easier than one might think and seldom has to do with monetary rewards. Consider the following:

  1. Give immediate positive feedback daily to work done well. Thank your staff at the end of every day.
  2. Treat the staff to lunch once a month just because they are your staff.
  3. Establish clear-cut office policies, job descriptions and areas of accountability.
  4. Drop the blame game and fix the systems contributing to the problem. For instance, if the schedule is not what you want, communicate to the scheduler what your perfect day looks like so there is a visual template to work from. 
  5. Take Dentist CEO Training so that you understand what it takes to manage your practice numbers and systems.
  6. Don’t show favoritism or socialize with some of the staff and not the others. Maintain the employer/employee relationship of professionalism with everyone.
  7. Have daily morning huddles and monthly positive staff meetings and listen to the ideas of your staff.
  8. Meet with your Office Manager or Business Coordinator monthly to discuss practice system issues and communicate appreciation to the person who is key to the success of your practice.
  9. Realize that you, the Dentist CEO, is ultimately responsible for what happens in your practice.
  10. Embrace a plan of action to learn How to Hire correctly and continue to support and empower your most valuable asset - your staff.

As Senior Training Instructor of dental personnel for ten years, it is apparent to me that an employee is only as good as the training and education they have received to do their job, coupled with whether their temperament is suitable to do the work they are hired to do.

Dentists are typically not good at training front office systems, nor are they proficient at the dental software that manages the data of the practice. Taking the time to learn what good office systems are and learning the software enough to train the basics to a new staff member is imperative to being the CEO of your dental practice.

Need help in these areas? Call McKenzie Management today at 877-777-615 for training courses, consulting programs and products to support your goal of being the CEO of your practice.

If you would like more information on McKenzie Management’sTraining Programs  to improve the performance of your team, email training@mckenziemgmt.com

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