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10 practical tips to retain staff and reduce turnover
- 1. Secrets to retaining staff
- 2. Who am I?
- 3. Agenda 1. The problem Cost of finding staff Movement of staff 2. How to find great team members Questions to ask Interview technique 3. Happy work force – the solution Team days out Gossip ban
- 4. Agenda continued... 4. Exit Interview 5. Dental Angels online 6. Close and Questions
- 5. Support staff in our industry are on the move every 1-2 yrs
- 6. A recruitment company could charge your practice up to £3000.00 to find a replacement.
- 7. Staff turn over costs Britain 42billion pounds every year!
- 8. Where it works Nikki Berryman - business manager - Pure Dental, Truro, Cornwall Simon Andrews - Principal - The Smile Spa, Stockton on Tees Dawn Cunningham - owner and business manager - Spring Grove Dental - Glasgow
- 9. What are we looking for? Verbal Communication Inter-personal (- body language, eye contact, confidence, humour, understanding, empathy etc) PC literacy Complaint Handling Team Work Planning and Organising Initiative Flexibility/adaptability
- 10. Interview technique . Ask candidates open ended questions – & about previous exp
- 11. A happy work force 10 practical tips on how YOU can retain your staff
- 12. Morning huddles
- 13. Open door policy
- 14. Staff Birthdays
- 15. Hierarchy
- 16. Social outings
- 18. Gossip ban
- 19. Appraisals
- 20. Rewards
- 21. Praise
- 22. Exit interviews
- 25. Results are FAST! www.dentalangels.co.uk
- 26. Post a Job in 5 minutes www.dentalangels.co.uk
- 27. Get your first Post FREE! www.dentalangels.co.uk
- 28. Simple CREDIT based system Our loyal and repeat clients make HUGE savings! Less than £82 per posting www.dentalangels.co.uk
- 29. Super Simple Email www.dentalangels.co.uk
- 30. View Applications www.dentalangels.co.uk
- 31. Real-time Statement www.dentalangels.co.uk
- 32. Need help? Just ask! www.dentalangels.co.uk
Editor's Notes
- Good afternoon everyone, I’m here today to talk about secrets to retaining staff.
- Who am I? My name is Kelly Haggett Im the founder and director of Dental Angels UK which I started in 2007, before that I was working for the ADA organising post grad courses for Dentists. In 2009 I started my second business that delivered the nationalTo dental nurses and was fully accredited by the NEBDN
- For today's talk the agenda will be as follows
- Any questions? Feel free to interrupt – how does that sound to everyone? WE HAVE A PROBLEM.
- We have a problem - inside Dentistry I see support staff moving every 1-2 years
- And remember a dental recruitment company could charge your practice up to 3 thousand pounds to find a replacement. So for example if you had a practice that had 10 team members moving every 1-2 years you could lose out on 75k-100k just on replacing, training new talent and so on.
- Did you know staff turn over costs Britain 42 billion a year?
- A lot of what I’m going to tell you today was gleaned from my own experience and from talking to Nikki, Simon and Dawn – these practices have low staff turn over and have a lot in common, so first things first how do we find the right person to begin with? (next slide)
- What are we looking for? When interviewing we need to be thinking about these 8 core competencies and frame your questionsAround them.
- Interview technique is very important, ask candidates open ended questions and get them to refer to prev exp. Questions like?? (read from script) End – so you have found that right candidate what next?
- We want to retain this team member, well what we really want is to retain our entire work force - now in this next part of the presentation I’m going to give you 10 tips of how you can do this.
- Morning huddles are a fantastic way to start the day, everyone with a hot drink in hand ready for the day ahead. You can discuss what the day is likely to bring, check lab work, check potential takings for the day and so on. Its also a good chance for people to ask for extra help if they need it – there’s nothing worse than starting feeling overwhelmed before the day has even begun. I always think its a good idea for the PM or owner to send an uplifting message to the team at the end of the huddle too – great way to get everyone amped up about the day ahead.
- Something my case studies all had in common, they all had an open door policy to ensure lines of communication were Always open. Remember this is a two way thing – you want to create a space where both parties can air any concerns, so if your team member is not performing you want to nip it in the bud immediately, so issues don’t escalate to worsening performance or worse, a resignation letter. Of course a practice owner cannot always be contactable, but the PM should be at all time. Also I feel you want everyone to know they can talk about personal problems also, we are all human at the end of the day and have bad days. This whole ‘leave your problems at the door’ is a fairly archaic way of managing people I feel.
- Remember staff birthdays – Apart from giving a pay rise this is right up there. Its simple, and makes an employee feel important to you and your practice. Its a good idea to give them something, now it doesn’t have to be something expensive – it could just be a card which everyone signs, and perhaps a cake for everyone to share. What you do is entirely up to you, just remembering is key at the end of the day.
- Another theme amongst my case studies was that they really tryto eradicate any sense of Hierarchy within the practice.Cutting out as much of the hierarchy as we can means employees feel empowered to make decisions, they are not waiting to be instructed all the time so they have a sense of ownership, and their initiative grows. Of course there will always be some sort of hierarchy, there has to be! Who takes care of wages, CQC etc... I guess the point I’m trying to make here, if your team need a little more support sometimes, why not jump in. Picking up a phone for a frazzled receptionist, or bagging instruments for a nurse who looks like they are having a wee meltdown can make a difference to every ones day. When we reduce the ‘nagging’ and ‘bossiness’ and reach out to help the team, they becomes able to work freely, pursue their own talents, and learn new ones. They are empowered, the work is not done to satisfy the owner anymore or compete with a co-worker to get ahead. It’s almost or just like having your own practice within the practice. This type of dental practice would become a shared world of meanings; a place to empower people and allow each person to contribute and start to actually work with others towards a common goal, mission and vision.
- Social occasions – The practices I spoke to mentioned felt social occasions helped to retain staff and create a happy progressive team. Examples given to me from the practices and my own experience are; THE POWER OF PIZZA - Pizza nights once a month, where the boss pays lunch/dinner. A time where a team can have fun together, fun = bonding. A happy, nurtured team will stay with you longer. Simple. And who doesn’t like pizza? FRIDAY AFTERNOON FUNWork does not have to feel like work all the time and every hard working team needs a little downtime. Once a month, on a Friday afternoon is often a great time to do something different that keeps people motivated for the following month. Team prizes that combine humour with public recognition will go down well. For example, one prize might be delivered like this: "For dealing with the most abusive patient of the week we have these set of ear plugs", that sort of thing. MASSAGEI know of a practice in the west end that has a masseus come in once a month to pamper everyone – he is hardly ever looking for new staff. TEAM DAY OUTOnce or twice a year, why not go paintballing or go karting – a day where everyone is not in work mode, remember a team that plays together stays together. Some practices even take their staff abroad for a long weekend, again this is not always possible in this economic climate but there is still plenty of fun inexpensive things you can do.
- TRAINING/CAREER PROGRESSIONAnother thing you want to think about is ongoing training for your staff. If there is someone that wants to go on to study Radiography, Oral Health Education, or a treatment coordinating course, you should encourage this – a staff member that is progressing is one that will stay inside your practice, we all like the feeling of being supported and encouraged? You can’t put a price on what you will get in return for this. I have had a fair few people through my agency door over the years who have complained about the lack of support when it came to them wanting to further themselves, and it really is a common reason for leaving a dental practice.
- Gossip ban NowI don’t think we will ever be able to totally eradicate people gossiping, but I think putting a ban in your practice will reduce it greatly. A gossip ban would apply to every single person inside the dental practice. Gossip is toxic and it will hinder the practices financial success. This is where the open door policy comes in handy, you can still be heard but it’s out in the open, not behind peoples backs etc... and the whole team can be assured that all concerns are aired in a professional manner. Start having those scary conversations with your team in the right way — and yes, you, too — really will benefit. You’ll quickly gain a well-earned reputation as a straight shooter and a trusted leader. Workplace gossip is nothing but unproductive. It breeds resentment and becomes a roadblock to effective communication and collaboration.
- Appraisals was another thing our hunted had in common, they all conducted appraisals and one thing that really stuck in my mind is that the appraisal was almost always about the positives, and it was a two way thing. Appraisals can be so nerve wracking for employees, (leaders can forget how much effect what they say has an effect on the team) but if they are mainly focusing on the positives, with a little about what can be improved on it can be a wonderful experience for everyone. The key elements of an appraisal (whether formal or relaxed) are that they are two-way discussions, there is sufficient time to give and receive feedback, the planned workload is do-able and the interaction is uplifting and totally motivational. You need to talk and to listen too! Performance appraisal is a two-way street. Both the employer and employee need to share feedback. We can all improve on what we do all the time.
- This topic was a really tricky one to tackle because there just really didn’t seem to be a short and easy answer to this. One practice always pays everyone an extra two weeks salary at Christmas, and it’s not at all performance based.One practice gave a percentage of the profits to everyone in the team, and it was shared equally once a year.One practice gave rewards but they were not always monetary, and it depended on performance, and it was never guaranteed, also the reward may not go to the entire team. However as you can see all practices with low staff turnover that I spoke to all had some sort of bonus/reward scheme in place.
- The power of praiseSimple please and thank yous can have a dramatic effect on the teams morale. I remember working in surgeries where these simple words were rarely used, and nurses/managers would feel disregarded. I know it sounds obvious but from my experience it can left out. Also when someone has come in early, stayed late, worked through lunch etc.. remember to praise them, acknowledgement is so powerful. You could even mention them on your Facebook business page, I’m sure lots of your patients would like to know your team better, and see you praising them in public, for all of their hard work.
- Exit interviews – who here conducts exit interviews? Over the many years I was dental nursing I was never once offered an exit interview. I think they are a great thing to implement. You can use these to find out where you could be going wrong and address any underlying issues in your practice. However getting someone to tell you honestly why they are leaving can be tough, they may be concerned about obtaining their reference from you. They may say they left for more money, but that doesnt explain why they started looking in the first place. You could consider asking a consultant outside of your practice to conduct these so they can find out exactly why someone is leaving. Sharon from the TDA offers this service. If you do decide to do this in house here are some useful questions to ask : (read script)
- So we have tackled improving staff retention, now for reducing the costs of recruitment (the commerical aspect) On the 15th of June this year we launched our new online recruitment system.
- Searching is easy for everyone, you don’t even need a login to search. We ask for absolutely nothing from you up front to see what we have on offer, both for the client and the candidate.
- Results are fast, in fact they are immediate.
- It takes no longer than 5 minutes to post a job on our site, and your job goes online straight away.
- Also to everyone here attending my talk means you are entitled to post your first job free.
- We use a very simple credit system where the more you spend the more you save. So instead of the usual 1-2-3K you will only pay around £82 to post a job on our site for 30 days – that’s it! No hidden extras. That works out to be around a mere £2.70 a day.
- When you sign up, you will be sent a login and password so you can get into the site immediately and start your search.
- Viewing applications is easy, and you will get an email sent to you the minute someone applies.
- You can access statements whenever you wish, so no more asking for copies of invoices/statements etc..
- And if you need help you just ask, and within a few minutes you will either be called or emailed ensuring your query gets taken care of.
- Well that about concludes my talk today everyone, Id really like to thank you all for taking the time to be here. But before I go Id like to leave you with this quote, its one of my favorites by E.M Kelly Remember the difference between a boss and a leader is a boss says ‘GO’ and a leader says ‘LET’S GO!