A full-day workshop presentation that takes you through the ins and outs of the recruiting, training and hiring process while providing you with the tools needed to change your practice culture for growth and longevity.
Italian gardens are characterized by the abundance of architectural features or built features in the garden. Staircases, balustrades, cascades pavilions and pavements – even the cypress avenues are imitations of colonnades. The origins of the style are to be found in ancient Rome.
The presentation gives the most basic vocabulary and information on cattle. It was originally used by an American teaching assistant teaching English at an agricultural school in Austria.
Honey Bee Network is initiated by an IIM professor Anil Gupta with the help of NIF. It promotes local entreprenurs and their invention by commercialization of their inventions so that they can gain monetary benefits.
Italian gardens are characterized by the abundance of architectural features or built features in the garden. Staircases, balustrades, cascades pavilions and pavements – even the cypress avenues are imitations of colonnades. The origins of the style are to be found in ancient Rome.
The presentation gives the most basic vocabulary and information on cattle. It was originally used by an American teaching assistant teaching English at an agricultural school in Austria.
Honey Bee Network is initiated by an IIM professor Anil Gupta with the help of NIF. It promotes local entreprenurs and their invention by commercialization of their inventions so that they can gain monetary benefits.
1º CONAGILE | Inicie Business Agility com StrategicMayra de Souza
1º CONAGILE - 100% online | Congresso Nacional de Agilidade
16 a 19 de Setembro/2019 | Palestrante: Mayra de Souza
A Strategic Inception é uma técnica que tem como objetivo o alinhamento estratégico organizacional de forma colaborativa. A técnica foi estruturada sob 3 abordagens: empresa de corpo, mente e alma do Roberto Tranjan, modelo estratégico dos 3 horizontes da organização McKinsey e o golden circle do Simon Sinek. Venha conhecer como fazer um alinhamento estratégico colaborativo!
Saiba a programação de Workshops do Coletivo Ação: https://linktr.ee/coletivoacao
Dúvidas, sugestões e feedback:
contato@coletivoacao.com.br
https://br.linkedin.com/in/mayrarodriguesdesouza
@paola_mayra
This report examines 28 key trends that are driving the sustainable development and efficient operation of modern cities as they respond to the unique challenges posed by rapid urbanization. Aided by connected technologies, social platforms, and flexible design thinking, cities at the forefront of these progressive solutions are creating a compelling blueprint for ensuring that their citizens, businesses and public institutions thrive. As we plan for the future, PSFK Labs is excited for the opportunity to contribute its point of view to this ongoing conversation.
Sites International is an award-winning multidisciplinary consultancy firm established in 1986 by Dr. Maher Stino and Dr. Laila El-Masry Stino, Sites International has offices in U.S.A and Egypt.
Over the last 30 years Sites International has established itself as a leading practice with an international team of 70 architects, landscape architects, planners and engineers with the vision of putting academic principles into practice and creating fully integrated environments where architecture, landscape architecture and engineering disciplines blend with meaning and beauty.
Sites International work includes the Nubian Museum, Aswan, Egypt (site and landscape design, winner of the Aga Khan Prize for Architecture 2001); and the Mirage City & Golf Course. They are the landscape designers for Azhar Park in Cairo and the American University in Cairo, Egypt.l
www.sitesint.com
Of Good Foods, Body Parts And Good HealthOH TEIK BIN
A Power Point Presentation of the Health Benefits of some types of Food. These foods contribute to the good health of some body organs. Content material derived from a Forwarded Email.
Jak definovat Employer Value Proposition?Petr Hovorka
3. díl seriálu o budování značky zaměstnavatele (Employer Brandingu).
Přehled dílů:
1. DÍL – PŘÍNOSY A MĚŘENÍ
2. DÍL – SPRÁVNÉ KROKY NA ZAČÁTKU
3. DÍL – DEFINOVÁNÍ EMPLOYER VALUE PROPOSITION
4. DÍL – SOUZNĚNÍ SE ZNAČKOU UVNITŘ
5. DÍL – BUDOVÁNÍ VZTAHŮ S LIDMI NA TRHU PRÁCE
Nyní jsme uprostřed pětidílného seriálu a to zcela záměrně. Budeme totiž hovořit o vytýčení ideálu značky zaměstnavatele prostřednictvím EVP (Employer Value Proposition), které je středobodem, srdcem či DNA značky zaměstnavatele. Chcete-li budovat značku zaměstnavatele, potřebujete cíl, ke kterému můžete směřovat.
Společně projdeme tyto 4 kapitoly:
1. Co to EVP je a k čemu je dobré
2. Co EVP obvykle obsahuje
3. Jakými kroky EVP sestavit
4. Jak EVP vyladit k dokonalosti
Jednotlivé kapitoly prošpikuji dalšími 12 praktickými tipy, které vám ulehčí cestu k srdci značky. Vyberu také příklady z praxe, abyste si jednotlivé kroky, postup a výstupy dokázali představit. Ze značky se dá udělat jakkoli složitá věda. Já vám ale slibuji, že se budu držet Antoine de Saint-Exupéryho, který říkal „Zdá se, že dokonalost se nedosahuje tehdy, když už nelze nic přidat, ale tehdy, když se nedá nic odebrat“ a budu zjednodušovat, co mi to jen půjde.
Gestao de portfolio o desafio do alinhamento estrategicoJose Claudio Terra
Neste artigo serão abordado vários aspectos de gestão de portfólio com foco especial na forte ligação desse tema com a gestão de inovação e gestão estratégica.
Martha Schwartz and partners
architectural landscape
case study literature
1. FENGMING MOUNTAIN PARK, Beijing, China
Location: Chongqing, China
Client: Vanke
Associate Landscape Architect: La Cime
Contractor: Third Chongqing Construction Engineering
Size: 16 Hectares
Status: Completed 2013
Design Team: Martha Schwartz, Nigel Koch, Jasmine Ong, Christabel Lee, Aigars Lauzis, Ignacio Lopez-Buson, Ceylan Belek-Ombregt, Markus Jatsch and Gilles de Wever
2. SOWWAH SQUARE , Abu Dhabi UAE
DESIGN PHILOSOPHY The inspiration for the square was derived from the nature and culture inherent to the Arabian Peninsula: dunes, traditional irrigation systems (falaj), oases, bedouin textiles and the popular use of formal clipped hedges in the United Arab Emirates, drawing connections with the French baroque château gardens”
This merging of ideas is represented in a contemporary design created a sustainable, cool and protected micro climate for users and a dynamic kaleidoscope of planting and patterned paving on the ground
advance landscape
architecture
design philosophy
green design
1º CONAGILE | Inicie Business Agility com StrategicMayra de Souza
1º CONAGILE - 100% online | Congresso Nacional de Agilidade
16 a 19 de Setembro/2019 | Palestrante: Mayra de Souza
A Strategic Inception é uma técnica que tem como objetivo o alinhamento estratégico organizacional de forma colaborativa. A técnica foi estruturada sob 3 abordagens: empresa de corpo, mente e alma do Roberto Tranjan, modelo estratégico dos 3 horizontes da organização McKinsey e o golden circle do Simon Sinek. Venha conhecer como fazer um alinhamento estratégico colaborativo!
Saiba a programação de Workshops do Coletivo Ação: https://linktr.ee/coletivoacao
Dúvidas, sugestões e feedback:
contato@coletivoacao.com.br
https://br.linkedin.com/in/mayrarodriguesdesouza
@paola_mayra
This report examines 28 key trends that are driving the sustainable development and efficient operation of modern cities as they respond to the unique challenges posed by rapid urbanization. Aided by connected technologies, social platforms, and flexible design thinking, cities at the forefront of these progressive solutions are creating a compelling blueprint for ensuring that their citizens, businesses and public institutions thrive. As we plan for the future, PSFK Labs is excited for the opportunity to contribute its point of view to this ongoing conversation.
Sites International is an award-winning multidisciplinary consultancy firm established in 1986 by Dr. Maher Stino and Dr. Laila El-Masry Stino, Sites International has offices in U.S.A and Egypt.
Over the last 30 years Sites International has established itself as a leading practice with an international team of 70 architects, landscape architects, planners and engineers with the vision of putting academic principles into practice and creating fully integrated environments where architecture, landscape architecture and engineering disciplines blend with meaning and beauty.
Sites International work includes the Nubian Museum, Aswan, Egypt (site and landscape design, winner of the Aga Khan Prize for Architecture 2001); and the Mirage City & Golf Course. They are the landscape designers for Azhar Park in Cairo and the American University in Cairo, Egypt.l
www.sitesint.com
Of Good Foods, Body Parts And Good HealthOH TEIK BIN
A Power Point Presentation of the Health Benefits of some types of Food. These foods contribute to the good health of some body organs. Content material derived from a Forwarded Email.
Jak definovat Employer Value Proposition?Petr Hovorka
3. díl seriálu o budování značky zaměstnavatele (Employer Brandingu).
Přehled dílů:
1. DÍL – PŘÍNOSY A MĚŘENÍ
2. DÍL – SPRÁVNÉ KROKY NA ZAČÁTKU
3. DÍL – DEFINOVÁNÍ EMPLOYER VALUE PROPOSITION
4. DÍL – SOUZNĚNÍ SE ZNAČKOU UVNITŘ
5. DÍL – BUDOVÁNÍ VZTAHŮ S LIDMI NA TRHU PRÁCE
Nyní jsme uprostřed pětidílného seriálu a to zcela záměrně. Budeme totiž hovořit o vytýčení ideálu značky zaměstnavatele prostřednictvím EVP (Employer Value Proposition), které je středobodem, srdcem či DNA značky zaměstnavatele. Chcete-li budovat značku zaměstnavatele, potřebujete cíl, ke kterému můžete směřovat.
Společně projdeme tyto 4 kapitoly:
1. Co to EVP je a k čemu je dobré
2. Co EVP obvykle obsahuje
3. Jakými kroky EVP sestavit
4. Jak EVP vyladit k dokonalosti
Jednotlivé kapitoly prošpikuji dalšími 12 praktickými tipy, které vám ulehčí cestu k srdci značky. Vyberu také příklady z praxe, abyste si jednotlivé kroky, postup a výstupy dokázali představit. Ze značky se dá udělat jakkoli složitá věda. Já vám ale slibuji, že se budu držet Antoine de Saint-Exupéryho, který říkal „Zdá se, že dokonalost se nedosahuje tehdy, když už nelze nic přidat, ale tehdy, když se nedá nic odebrat“ a budu zjednodušovat, co mi to jen půjde.
Gestao de portfolio o desafio do alinhamento estrategicoJose Claudio Terra
Neste artigo serão abordado vários aspectos de gestão de portfólio com foco especial na forte ligação desse tema com a gestão de inovação e gestão estratégica.
Martha Schwartz and partners
architectural landscape
case study literature
1. FENGMING MOUNTAIN PARK, Beijing, China
Location: Chongqing, China
Client: Vanke
Associate Landscape Architect: La Cime
Contractor: Third Chongqing Construction Engineering
Size: 16 Hectares
Status: Completed 2013
Design Team: Martha Schwartz, Nigel Koch, Jasmine Ong, Christabel Lee, Aigars Lauzis, Ignacio Lopez-Buson, Ceylan Belek-Ombregt, Markus Jatsch and Gilles de Wever
2. SOWWAH SQUARE , Abu Dhabi UAE
DESIGN PHILOSOPHY The inspiration for the square was derived from the nature and culture inherent to the Arabian Peninsula: dunes, traditional irrigation systems (falaj), oases, bedouin textiles and the popular use of formal clipped hedges in the United Arab Emirates, drawing connections with the French baroque château gardens”
This merging of ideas is represented in a contemporary design created a sustainable, cool and protected micro climate for users and a dynamic kaleidoscope of planting and patterned paving on the ground
advance landscape
architecture
design philosophy
green design
Reinventing Your Veterinary Career: Is Industry in Your Future (or Should It ...TheVetRecruiter
You have been reading the AVMA Journal diligently and notice there are ads for a position in your area in the veterinary industry. What to do? Your enjoy practice, but always wondered what else is out there. During this hour, we will talk about what types of jobs are available in industry, what qualifications are needed, and how to transition into the corporate world.
Get more details by visiting our website: http://www.theVetRecruiter.com. Follow us on Twitter: http://twitter.com/TheVetRecruiter "Like" us on Facebook: http://www.facebook.com/TheVetRecruiter Follow our LinkedIn updates: http://www.linkedin.com/company/the-vet-recruiter-?trk=cp_followed_name_the-vet-recruiter- Email us: Stacy@TheVetRecruiter.com
Building, Training and Retaining Your Veterinary Dream Team
1. Building, Training and
Retaining Your Veterinary
Dream Team
Brenda Tassava, CVPM
Monday, November 16, 2009
2. Brenda
Wife & Mother
Certified Veterinary Practice Manager
Certified True Colors Facilitator
Veterinary Management Consultant, Writer
and Trainer
Collage Artist
Director of Operations for Broad Ripple
Veterinary Management Solutions in
Indianapolis, Indiana
Monday, November 16, 2009
3. BROAD RIPPLE
VETERINARY MANAGEMENT SOLUTIONS
EMPLOYEES LOCATION
54 INDIANAPOLIS
Monday, November 16, 2009
4. BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER TEAM
SEPTEMBER 2009
Monday, November 16, 2009
5. VETERINARIANS
BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER
Monday, November 16, 2009
13. Support Staff
Payroll as a %
of Gross
Production
•RVTs 8.0%
•Client Service 5.75%
•Assistants/Other 5.75%
•Administrative 3.5%
Monday, November 16, 2009
14. First, Break
All the Rules
by Marcus Buckingham &
Curt Coffman
Monday, November 16, 2009
15. Capitalizing on
Strengths &
Opportunities
•Shifting & re-distributing duties
•Flex scheduling
•Cross-training C EO
•Consolidation of departments
•Create a new position
Monday, November 16, 2009
16. SEEKING NEW TEAM MEMBERS
FINDING THE RIGHT APPLICANTS
Monday, November 16, 2009
22. Technician or
Assistant? Receptionist
or Client Service
Representative?
JOB DESCRIPTIONS AND TITLES
SEEKING CONTINUITY WITHIN THE VETERINARY FIELD
Monday, November 16, 2009
23. Management Team
Titles
Hospital Administrator
Practice Manager
Office Manager
Human Resource Director
Inventory Manager
Patient Service Director (Technician
Supervisor)
Client Service Director (or Supervisor)
Monday, November 16, 2009
25. Certified Veterinary Practice Manager
A process that requires completing an application and
passing a written examination that will evaluate both
experience and knowledge.
A commitment to the pursuit of excellence in veterinary
practice management through continual education and
association within the profession of veterinary practice
management
A set of standards that must be upheld by pledging to
adhere to the VHMA professional Code of Ethics
Monday, November 16, 2009
26. Requirements for CVPM
MINIMUM OF THREE YEARS EXPERIENCE IN THE AREAS OF:
•HUMAN RESOURCES
•LAW & ETHICS
•SAFETY (OSHA)
•MARKETING
•CUSTOMER SERVICE
•PUBLIC RELATIONS
•ORGANIZATION & SYSTEMS MANAGEMENT
•INVENTORY
•EQUIPMENT/MAINTENANCE
•MEDICAL RECORDS
•MANAGEMENT PROCEDURES
•FINANCIAL MANAGEMENT & ACCOUNTING
Monday, November 16, 2009
27. Support Staff Titles
Registered (Licensed or Certified)
Veterinary Technician
Veterinary Assistant
Client Service Representative
Kennel Assistant (Attendant)
Monday, November 16, 2009
28. CLIENT-PATIENT ASSISTANTS
WHAT YOU GET WHEN YOU COMBINE VETERINARY ASSISTANTS & CLIENT SERVICE REPRESENTATIVES
Monday, November 16, 2009
29. Medical Directors
Dr. Kinkler and Dr. Watson
Independent Contractor
Dr. McCord
Practice Manager
Kathy Giles
Veterinary Veterinary Veterinary Kennel
Technicians Assistants Receptionists Assistants
2-Doctor Pet Clinic
Organization Chart
Monday, November 16, 2009
30. BRAC Organization
Dr. Brunner
Medical Director Chart (Oct. 2007)
Brenda Tassava, CVPM
Hospital Administrator
Kire’ Volpe, Amy Birk,
Administrative Asst. Inventory Manager
Doctors:
Dr. Neumann Blythe Addington, RVT Melinda Wiggins Nicki May
Patient Services Director Client Services Director Out-Patient Services Dir.
Dr. Murphy
Dr. Gardner
Dr. Lee RVT Kennel Call Center
Dr. Heinz
Facilities: Pod Assistants
Building and Staff Staff Staff
Dr. Jarrell Computers
Dr. Ealing
Surgery & Dental CSR
Staff Staff
Inventory
Monday, November 16, 2009
31. Broad Ripple Animal Clinic Group
Dr. David Brunner, owner
Broad Ripple Veterinary Management Solutions, Inc.
(BRVMS)
Brenda Tassava, CVPM, Hospital Administrator/Director of Operations
Aaron Metheny, Human Resources Director & OSHA Safety Officer
Monika Schultz, Inventory Manager
Broad Ripple Broad Ripple
Animal Clinic, PC Animal Wellness
Bark Tutor, Inc.
(BRAC) Center, PC
(BRAWC)
Medical Director:
Dr. Neumann Brad Phifer, CPDT
Independent Contractors: Headmaster
Kathy Barr, Reiki
Dr. Murphy Dr. Gardner
Directors:
Dr. Lee
Dr. Heinz
Blythe Addington, PSD
Text
Lisa Rubio, PSD
Dr. Ealing
Dr. Ealing Melinda Wiggins OPCSD
Dr. Gardner
Dr. Rudwell
Tonya Robbins: Office Manager Medical Director: Dr. Ealing
Support Staff
Support Staff Behavior Director: Brad Phifer, CPDT Support Staff:
Instructors and Assistants
Monday, November 16, 2009
32. Practice Owner
Directors
DVMs
CPAs Kennel
Client &
Patient
Technicians
Hospital Administrator
Monday, November 16, 2009
33. Job Descriptions
General Description
Job Requirements-Physical
Demands & Skills
Work Environment
Status
Pay Range
Essential Functions
Monday, November 16, 2009
34. General Description
VETERINARY ASSISTANT
MAIN RESPONSIBILITY IS TO ASSIST THE TECHNICIAN IN THE WELL-PLANNED,
ACCURATE, AND ORDERLY FLOW OF PATIENT CARE AND TREATMENTS.
Monday, November 16, 2009
35. Job Requirements
SKILLS & PHYSICAL DEMANDS
THE VETERINARY ASSISTANT MUST BE ABLE TO FOLLOW ORDERS QUICKLY
AND HANDLE ANIMALS IN SITUATIONS THAT MAY BE LESS THAN IDEAL.
•PROFESSIONAL AND COURTEOUS MANNER.
•SENSE OF CARING TOWARD ANIMALS.
•MUST BE ABLE TO CARRY UP TO 50 POUNDS.
•MUST BE ABLE TO WALK DOGS UP TO 130 POUNDS.
Monday, November 16, 2009
36. Work Environment
LARGE, BUSY HOSPITAL WITH HEAVY SURGICAL AND MEDICAL CASELOAD.
PATIENTS REQUIRE HIGH LEVEL OF CARE. WORK IN ALL AREAS OF HOSPITAL,
HIGH LEVEL OF CLIENT INTERACTION, EXPOSURE TO X-RAYS AND ANESTHETIC
GASES WITH PROPER PROTECTIVE MEASURES.
Monday, November 16, 2009
37. Status
PART TIME POSITION (LESS THAN 32 HOURS PER WEEK)
FULL TIME POSITION (32 HOURS OR MORE PER WEEK)
Monday, November 16, 2009
38. Wage Range
STARTING WAGE: $10.00-$12.00/HR, BASED ON EXPERIENCE
Monday, November 16, 2009
40. PLEASE NOTE: EVERY EMPLOYEE WORKS FOR BROAD RIPPLE ANIMAL
CLINIC GROUP AS A WHOLE, NOT ONLY FOR A PARTICULAR SUPERVISOR
OR DEPARTMENT. ACCORDINGLY, EMPLOYEES ARE EXPECTED TO ACT IN
THE BEST INTEREST OF THE HOSPITAL, EVEN IF DOING SO REQUIRES
ACTIONS OR RESPONSIBILITIES NOT LISTED IN THE ABOVE JOB
DESCRIPTION. THIS JOB DESCRIPTION IS PROVIDED FOR
INFORMATIONAL PURPOSES ONLY AND IS SUBJECT TO REVISION BY
MANAGEMENT WHEN CLIENT NEED AND PATIENT-SERVICES
REQUIREMENTS CHANGE.
Monday, November 16, 2009
41. Break
Be Back in 15 Minutes
Monday, November 16, 2009
42. SKILLS AND ABILITIES
ASSESSING YOUR CLINIC’S NEEDS & LOOKING FOR THE RIGHT PEOPLE
Monday, November 16, 2009
43. Stop
Recycling!
Why do we recycle
“experienced” staff from
other practices?
Monday, November 16, 2009
45. TACT-ful Hiring
Technology
Attitude
Client Service Skills
True Colors
Monday, November 16, 2009
46. Hiring for Technology
Typing skills
Computer skills
Internet skills
Social media skills
Medical technology
skills
Monday, November 16, 2009
47. Hiring for Attitude
“I like animals better
than people...”
Eye contact, smile, etc.
Initiative
Why does this person
want to work in your
practice?
Monday, November 16, 2009
48. Hiring for Client Service Skills
Zappos
Starbucks
Southwest Airlines
Other service
industries: hair salons
& day spas, hotels,
upscale restaurants
Monday, November 16, 2009
58. Application
Process
•Apply in person
•List Hours to apply
•Online applications
•Control the situation
•Be consistent
•Ask for feedback
Monday, November 16, 2009
59. Screening
Process
•Screen applications
•Content
•Presentation
•Telephone screening
Monday, November 16, 2009
60. The First
Interview
•2 heads are better than 1
•Stick to the script
•Timeliness
•Appearance
•Communication skills
•Present the job description
•Don’t jump the gun
Monday, November 16, 2009
61. Interview Questions
“Tell me about yourself...”
“Why are you considering a career in veterinary
medicine?”
“Where do you see yourself in five years?”
“What personal strength do you bring to this position?”
“What personal trait would you like to improve?”
“What is your preferred learning style?”
“Describe the best employer you’ve ever had...”
“What questions do you have for me?”
Monday, November 16, 2009
63. The Second
Interview
•Trusted team member
•2-3 hours in length
•Encourage questions
•Opportunity for candidate to
see if this is the position they
expect
Monday, November 16, 2009
67. Training Process
Orientation
Training schedule & timelines
Trainer & Mentor Assignments
Training Manuals
Training Checklists
Feedback & Assessments
Monday, November 16, 2009
68. Orientation
•New employee forms
•Training Schedule
•Employee Handbook
•Uniforms
•Touring Facility
•Introductions to Staff
•Name tag
•History of the Practice
•Essentials (locker, email, etc.)
Monday, November 16, 2009
69. Training
Schedule &
Timeline
•Sets expectations
•Communicates to trainer
•Keeps everyone on track
Monday, November 16, 2009
70. Trainer &
Mentor
Assignments
•Trainer from same department
•Mentor from another department
•Use True Colors to “match”
•Use what you learned in
orientation to “match”
Monday, November 16, 2009
71. Training
Manuals
•Manuals available for purchase
•Custom manuals for your
practice
•Do it once, then edit as needed
•Incorporate online training....no
need to reinvent the wheel!
Monday, November 16, 2009
73. Training
Checklists
•Phase training
•Set dates to cover training
•Training covered
•Training assessed
•Released to perform duty
Monday, November 16, 2009
74. Feedback &
Assessments
•Ask for training feedback
•Schedule assessments
•Set goals for improvement
•Sign-off on training
Monday, November 16, 2009
75. Successful Training
Clear and consistent expectations
Frequent feedback and communication
Timely evaluations & assessments of progress
Objectivity
On-going and continuous learning
Monday, November 16, 2009
76. WHAT TO DO WHEN THINGS AREN’T GOING WELL...
Monday, November 16, 2009
77. •Don’t let things build-up
•Frequent Trainer feedback
•Deal with issues as soon as
they arise
•Matter-of-fact approach
•Coaching, not correcting
•Success of the Trainee
•“What can I do to assist you
with your training?”
Monday, November 16, 2009
80. Flexible scheduling
Continuing education opportunities
Uniforms
Tuition assistance
Specialization within the practice
Gym membership
Childcare
Monday, November 16, 2009
82. Cautions
•Seniority scheduling
•Pet care benefits
•Employee pet accounts
•Lack of tracking/compliance
•CE initiative & accountability
•Tuition co-payment
Monday, November 16, 2009
83. Most important factor for
team retention:
CULTURE OF THE PRACTICE
Monday, November 16, 2009
84. Break
Be Back in 15 Minutes
Monday, November 16, 2009
85. WHAT IS THE CULTURE OF YOUR PRACTICE?
Monday, November 16, 2009
86. Twelve Questions
Do I know what is expected of me at work?
Do I have the materials & equipment I need to do my work right?
At work, do I have the opportunity to do what I do best every day?
In the last seven days, have I received recognition or praise for doing good work?
Does my supervisor, or someone at work, seem to care about me as a person?
Is there someone at work who encourages my development at work?
At work, do my opinions seem to count?
Does the mission/purpose of my company make me feel my job is important?
Are my co-workers committed to doing quality work?
Do I have a good friend at work?
In the last six months, has someone at work talked to me about my progress?
This last year, have I had opportunities at work to learn and grow?
Buckingham & Coffman: “First, Break All the Rules”
Monday, November 16, 2009
87. Question #13
Overall satisfaction: On a five-point
scale, where “5” is extremely satisfied
and “1” is extremely dissatisfied, how
satisfied are you with this practice as a
place to work?
Allow space for comments and
suggestions
Monday, November 16, 2009
89. New Team
Members
•30 days: informal
•60 days: informal
•90 days: formal
Monday, November 16, 2009
90. Self
Evaluation
•Written format, turned in
before meeting
•The Strengths Interview
Monday, November 16, 2009
91. The Strengths Interview
What did you enjoy most about your previous work experience? What brought you
here? What keeps you here?
What do you think your strengths are? (skills, knowledge, talent)
What about your weaknesses?
What are your goals for your current role?
How often would you like to meet with me to discuss your progress? Are you the kind of
person who will tell me how you’re feeling, or will I need to ask?
Do you have any personal goals or commitment you would like to tell me about?
What is the best praise you’ve ever received? What made it so good?
Have you had any really productive partnerships or mentors? Why do you think these
relationships worked so well for you?
What are your future growth goals, career goals? Are there any particular skills you
want to learn? How can I help?
Is there anything else you want to talk about that might help us work well together?
Buckingham & Coffman: “First, Break All the Rules”
Monday, November 16, 2009