Too quick to hire? You’re not alone.
As a professional dental coach and practicing dentist, a common error I see is hiring quickly and firing slowly.
There are many reasons for this, but none of those reasons bode well in the longer run.
Because most dental practices are relatively small, when an employee leaves or is fired, it’s like a hole in the boat; water comes rushing in and all we want to do is to quickly plug the hole with another person. Of course, by hanging onto that employee who should have been let go a while back, the hole is usually much larger than thought when the person is finally gone! Worse, new employees are brought into practices by not taking the time to thoughtfully complete all of the elements of hiring, namely:
– Critical review of the resume
– Receiving letters of recommendations
– Following up with past employers
– Following up on letters of recommendations
– Background (and when applicable, state dental board) checks
– Personality profiling or other third-party objective evaluation
– More than one interview in your office
– Review of job description with candidate
– Feedback from current team members and/or interviewing involvement by existing team members
– Written, clear expectations discussed of job performance at follow-up interview
– Training schedule already in place for when an employee is hired
– And more!
Because the actual interviews are critical, it’s best to be prepared ahead of time with a series of questions that you will use for each candidate. These questions should come from the following types:
a) Behaviorally-based questions, such as “Tell me about the most difficult patient situation you encountered and what you were personally able to do to resolve it?”
b) Situationally-based questions, such as “You overhear one of the team members gossiping to another employee about you and what you hear is untrue. What do you do?”
c) Personal attribute questions, such as “What is success to you?”
d) Professional attribute questions, such as What do you hope to find in a job with us that you did not find in your last job?”
e) Personal development questions, such as “What areas do you feel you will need additional training, should we hire you?”
f) Working environment questions, such as “How do you prefer than problems be handled by me/your supervisor/your manager?”
g) Relationships with others questions, such as “What types of people do you enjoy working with the most?”
h) Future-oriented questions, such as “What plans do you have for furthering your education?”
i) Working with us questions, such as “What do you think determines a person’s progress in our practice?”
Remember, if an employee is not working out and you’ve exhausted all efforts to retain that employee who can get the job done that you hired him/her for, it’s best to let that person find a different place to work, sooner than later. When hiring, slow down, and make sure the new employee is a better fit for your practice.