Staffing and Placement
Hiring and selection of a good candidate is not easy or cheap. This is the method most employers use to identify cost of recruiting:
To calculate the true cost of hiring, one has to add up all the activities attributed to the hiring process:
Hiring and selection of a good candidate is not easy or cheap. This is the method most employers use to identify cost of recruiting:
- Place advertisment online and in periodicles
- Sort through hundreds of resumes
- Narrow down the choice to those whom you have to interview
- Phone screen candidate
- Conduct the initial interviews to screen candidates
- Conduct the second and even third rounds of interviews
- Verify references
- Make your selection
To calculate the true cost of hiring, one has to add up all the activities attributed to the hiring process:
- The compensation of those involved
- The purchase of office supplies (furniture, business cards etc)
- Orientation
- Lost productivity of training new employee (This would involve the new hire shadowing another employee in a similar role for about eight weeks)
- Learning curve of new employee
The difference between a practice doing $300,000 a year and another doing a million dollars a year is NOT in how good the clinician is. It's in that doctor's ability to run the practice smoothly and effectively. For example, how are you making sure that everyone has enough time to do their job? How good are your case presentations and treatment plans? What or who is your weakest link or strongest asset.
Now, here's the problem: When you went to school to learn to be a doctor, they didn't teach you:
Human Resources: How to hire and train staff and provide them with job descriptions.
Financials: Accounts receivables, accounts payables, bookkeeping, and accounting.
Insurances: HMOs and PPOs, Denti-Cal, Medi-cal. How to assess which ones to use and how and which ones to avoid.
Compliance: sell and get compliance with treatment plans.
Selling: How to deal with somebody who says, "I can't afford it, Doctor!"
What are you supposed to say then? Do you just sort of fold up, because you don't know what to say and your staff don't know what to say? We can help your organization.
Contact us now for an assessment of your practice.
Now, here's the problem: When you went to school to learn to be a doctor, they didn't teach you:
Human Resources: How to hire and train staff and provide them with job descriptions.
Financials: Accounts receivables, accounts payables, bookkeeping, and accounting.
Insurances: HMOs and PPOs, Denti-Cal, Medi-cal. How to assess which ones to use and how and which ones to avoid.
Compliance: sell and get compliance with treatment plans.
Selling: How to deal with somebody who says, "I can't afford it, Doctor!"
What are you supposed to say then? Do you just sort of fold up, because you don't know what to say and your staff don't know what to say? We can help your organization.
Contact us now for an assessment of your practice.
