How to go about finding the kind of aide that you need M.G. LANDRY Until last Monday, Dr. John had hoped that Mary. as if by magic. would someday turn into the receptionist described in the glowing referral written by her former employer. He had already warned her about being disorganized and curt with patients, but when she slept in on Monday morning and arrived at 9:30 am with six patients waiting at the door, he made up his mind to fire her. The decision made, he resisted the temptation to dismiss her on the spot. Much better to part company as peacefully as possible. He had never fired anyone before, so the task was obviously going to be unpleasant. He thought perhaps he would check to see what the experts say on firing an employee. He searched his management files and drew all the articles that dealt with terminating an unsatisfactory employee. By 1 pm he had a plan that should make the firing as smooth as possible. He would: * Call her to his office at the end of the day. By seeing her when the others had left for home, he would keep the meeting confidential. * Not beat around the bush. He would first tell her she is being let go, then give his reasons. * To soften the blow, tell her that he did not spend enough time training her and that he was partially to blame. * Point out as tactfully as possible that they could not work together smoothly and that in the long run she would probably be happier working for someone else. * Avoid confrontation by not arguing whether or not she had performed satisfactorily. * Provide her with an opportunity to express her feelings and then terminate the meeting by assuring her that the exchange would be kept confidential. * Pay her for the full pay period (as required by law) and ask her to leave immediately. No use taking the chance
that she will sow discontent with the
other employees. Everything right, or...? All went as planned. The monkey was off his back - at least for the moment. Fortunately, he could readily find a temporary receptionist, but he still had to face the task of finding a new employee. As he sat back in his chair, he wondered how he could avoid such unnecessary and worthless turnover. After all, in hiring Mary he had followed all the selection, screening and interviewing policies suggested by medical management consultants. This is what he had done: * He ran an ad in the classified section of the newspaper asking interested candidates to send a resum6 and salary requirements to a box number. He was advised that this would enable him to screen applicants at his own
I.Iti. 1-Application evaluation
686 CMA JOURNAL/SEPTEMBER 17, 1977/VOL. 117
pace. As well, this approach was favoured because only serious applicants would bother to send resumes to an unidentified source. * Dr. John screened the 35 applications at his leisure. To start with, he knew exactly what he wanted. He realized the importance of the receptionist in a medical practice. Much of his patient relations depends on her ability to greet patients and visitors and find out what they need and respond to them in a cheerful manner. The person must be able to handle problems with kindness and understanding. To help eliminate unqualified applicants, he drew up a checklist (Fig. 1). This grades the applications on neatness, spelling, education, skills and experience. On the basis of the scores, Dr. John was able to eliminate 31 applicants. (Naturally, those with unrealistic salary expectations went straight into File 13.)
Hydergin0
..§< j.
.
'.4r.
in the treatment of diffuse cerebral insufficiency
$.t. .,
PRESCRIBING INFORMATION ..
.'.
DOSAGE .ID
JKID for4 weeks
.
.%
.
.,.
..
.. .
.FD .D.ID for6 weeks Afterward the daily dose can, if warranted, be reduced to 2 tablets. Patients should be convinced of the necessity and importance of taking their medication regularly every day, preferably with their meals and at bedtime. The difference between success and failure is often directly related to the way the patient follows the dosage schedule. Composition - Tablets: Each 1 mg tablet contains the methanesulfonates of dihydroergocornine, dihydroergocristine and dihydroergokryptine in equal proportions. Ampoules: Each 1 ml ampoule contains 0.3 mg Hydergine consisting of the methanesulfonates of dihydroergocornine, dihydroergocristine and dihydroergokryptine in equal proportions. Side Effects - Hydergine is usually well tolerated even in larger doses. Side effects are few and very slight. In addition to nasal stuftiness, there may be nausea, gastric pressure, anorexia, and headache, especially in patients with autonomic lability. In such cases, it is advisable to reduce the dose or administer it during or after meals.
Contraindications - Severe bradycardia and severe hypotension. Supply: Bottles of 100 and 500 tablets; Boxes of 6 and 100 ampou les. Full prescribing information is available upon request
SANDOZ Sandoz Phamaceuticats On',s,on of Sandoz(canada) Limited Oorval, Ouebec
FIG 2-Telephone skills
* The next step was to telephone each remaining candidate and arrange an interview. Because the receptionist's job calls for telephone skills, he took this opportunity to test their ability. Using the form (Fig. 2), he graded each applicant on clarity, pitch, fluency, vocabulary and telephone personality. * Dr. John felt a proper atmosphere essential to the interview. Instead of
1. What
you to apply fey
2. Why do you think you are qualIfled? S How did you happeii to leave .qr last job? 4. Flow would you rate your achievemnents In your last job? 5. What do you feel was your gre* 6. What ware some of the tasks you liked best in your last job? 7. What were the ones you disliked the most? 8. Have you taken any courses or done any reading to Improve your skills? 9. Did you have an opportunity to improve some of the procedures of your last job? 10. Did you concentrate on grades in school or were you more active in extracurricular affairs? 11. Do you enjoy working with others, or do you prefer to work alone? 12. Do you enjoy meeting new people? 13. Would you say you need more self-confidence? 14. Are you good at remembering names and faces? 15. What are your favourite leisure pastimes? 16. Do you smoke? 17. Would a restriction on smoking make you uncomfortable? 18. What kind of people turned you off in your last job?
sandwiching it between appointments, he met each candidate in the evening or on Saturday morning. * He tried to make the candidate feel at ease by offering coffee and sitting beside her rather than across the desk. * He prepared for the interview by writing out a series of questions to jog his memory through the interview (Fig.
16. What are your family reaponalbll111.57* 20. how song do you plan to contimie working? 2E What' type of work does your do? 22 We sometimes have to work un dor preasure, wIll that bother you? 23.. Uke moat doctors, I sometln.ea work lpta.wW ft upset your home life It you do not always get out on time? 24. If you have children, what provl. sbus do you have for their oars? 25. Do you have any health problems? 26. Some doctors are hard to get along with how was your last employer? 27. Some doctors complain about Immature staff, how would you rate yourself? 28. What was the salary of your prevlous (present) job? 29. Do you have any questIons about the job? *Readersl attention is drawn to the antidiscrimination provisions of provincial human rights legislation. Em. ployars should not ask questions on sensitive subjects unless the applicant has first volunteered such information. The relevant portIons of the Ontarbo Human Rights Act (legislation is similar in other provinces) will he found at the beginning of CMAJ's classified advertisements on page 698.
FIG. 3-Questions to ask CMA JOURNAL/SEPTEMBER 17, 1977/VOL. 117
689
3). Many of the questions were openended, aimed at leading the candidate on to speak freely of previous experiences. * Immediately after the interview, he completed the interview rating form (Fig. 4). * He asked each candidate to provide three letters of recommendation, one of which had to be from a former employer. After studying the interview rating forms and the telephone skills checklist, there seemed to be little to choose between Diane A. and Mary G. Both their personalities were compatible with his. Both were poised, well-groomed and articulate. The deciding factor in Mary's favour was the excellent recommendation written by her former employer. What went wrong? How could Dr. John have avoided hiring such a "lemon"? Quite simply. He could have telephoned her former employer - even if the last place she worked was 2000 km away. What's a $20 telephone call compared to the time (synonymous with money) that it will take to rehire and train a new employee? Preferably the call should have been made before the interviews. Your telephone check could eliminate a poor candidate without wasting valuable interview time. While it may be convenient to write a letter asking for a reference on an individual, bear in mind that usually people are unwilling to commit themselves on paper to negative comments. The best method for eliciting honest information is by a telephone call to the candidate's immediate supervisor.
FIG. 4-Interview rating form
Make sure you ask direct questions about the employee's efficiency, honesty, punctuality, and so on. Keep the conversation going, even if everything appears in order. Seek more detailed information and opinions. "How well did she cooperate with her fellow staff members?" '.Was she organized?" "Was she innovative?" "Was she cheerful?" You could ask questions such as, "Would you rehire her?" or "Why not?" (An assessment could be made on the pause between the question and
the answer.) "Why did she leave?" ..You have said a lot of nice things about So-and-so, but if you had to think of one imperfection about her, what sticks out in your mind?" Rather than talking to the previous employer only, in all fairness, you should telephone the last two. One final point - make it clear that the first 3 months are probationary and that the job can be terminated by either party without any feeling of obligation during that period.
Local medical society
Employment agency An agency will screen the applicants for you. After ascertaining details of position and estimating salary requirements, they search their files or advertise for a suitable person. A good agency will provide lengthy histories, results of aptitude tests and extensive interview notes. The fee 4or this service currently amounts to approximately 10% of the prospective employee's salary for the 1st year.
Some medical societies publish a regular bulletin that usually ends up being read by medical assistants. As well, an exceptionally active medical society might have files on aides looking for jobs.
The hospital Flagrantly to lure an aide from the hospital would probably be considered unethical by most. However, simply to pass the word in the hospital that you
are looking for an office aide could turn up two or three unhappy employees who would rather work for you. This will not make you popular in hospital administrative circles. Ask your detail man The drug representatives make regular rounds through the medical community. They will be aware of aides who might be out of jobs - where the doctor is retiring, moving etc. Schools Candidates can be found at all types of schools. An ideal aide might be found at a high school, business school, community college or university. Most of the postsecondary institutions will have placement agencies that can be reached by telephone. U
Placing an ad in the classified section of the newspaper is just one method of recruiting medical office help. Here are six other proved ways: Let everyone know Tell your colleagues, your druggist, the detail man, the minister, your friends, your spouse .... This method is popular because it has proved effective and cheap.
690 CMA JOURNAL/SEPTEMBER 17, 1977/VOL. 117
that she will sow discontent with the
other employees. Everything right, or...? All went as planned. The monkey was off his back - at least for the moment. Fortunately, he could readily find a temporary receptionist, but he still had to face the task of finding a new employee. As he sat back in his chair, he wondered how he could avoid such unnecessary and worthless turnover. After all, in hiring Mary he had followed all the selection, screening and interviewing policies suggested by medical management consultants. This is what he had done: * He ran an ad in the classified section of the newspaper asking interested candidates to send a resum6 and salary requirements to a box number. He was advised that this would enable him to screen applicants at his own
I.Iti. 1-Application evaluation
686 CMA JOURNAL/SEPTEMBER 17, 1977/VOL. 117
pace. As well, this approach was favoured because only serious applicants would bother to send resumes to an unidentified source. * Dr. John screened the 35 applications at his leisure. To start with, he knew exactly what he wanted. He realized the importance of the receptionist in a medical practice. Much of his patient relations depends on her ability to greet patients and visitors and find out what they need and respond to them in a cheerful manner. The person must be able to handle problems with kindness and understanding. To help eliminate unqualified applicants, he drew up a checklist (Fig. 1). This grades the applications on neatness, spelling, education, skills and experience. On the basis of the scores, Dr. John was able to eliminate 31 applicants. (Naturally, those with unrealistic salary expectations went straight into File 13.)
Hydergin0
..§< j.
.
'.4r.
in the treatment of diffuse cerebral insufficiency
$.t. .,
PRESCRIBING INFORMATION ..
.'.
DOSAGE .ID
JKID for4 weeks
.
.%
.
.,.
..
.. .
.FD .D.ID for6 weeks Afterward the daily dose can, if warranted, be reduced to 2 tablets. Patients should be convinced of the necessity and importance of taking their medication regularly every day, preferably with their meals and at bedtime. The difference between success and failure is often directly related to the way the patient follows the dosage schedule. Composition - Tablets: Each 1 mg tablet contains the methanesulfonates of dihydroergocornine, dihydroergocristine and dihydroergokryptine in equal proportions. Ampoules: Each 1 ml ampoule contains 0.3 mg Hydergine consisting of the methanesulfonates of dihydroergocornine, dihydroergocristine and dihydroergokryptine in equal proportions. Side Effects - Hydergine is usually well tolerated even in larger doses. Side effects are few and very slight. In addition to nasal stuftiness, there may be nausea, gastric pressure, anorexia, and headache, especially in patients with autonomic lability. In such cases, it is advisable to reduce the dose or administer it during or after meals.
Contraindications - Severe bradycardia and severe hypotension. Supply: Bottles of 100 and 500 tablets; Boxes of 6 and 100 ampou les. Full prescribing information is available upon request
SANDOZ Sandoz Phamaceuticats On',s,on of Sandoz(canada) Limited Oorval, Ouebec
FIG 2-Telephone skills
* The next step was to telephone each remaining candidate and arrange an interview. Because the receptionist's job calls for telephone skills, he took this opportunity to test their ability. Using the form (Fig. 2), he graded each applicant on clarity, pitch, fluency, vocabulary and telephone personality. * Dr. John felt a proper atmosphere essential to the interview. Instead of
1. What
you to apply fey
2. Why do you think you are qualIfled? S How did you happeii to leave .qr last job? 4. Flow would you rate your achievemnents In your last job? 5. What do you feel was your gre* 6. What ware some of the tasks you liked best in your last job? 7. What were the ones you disliked the most? 8. Have you taken any courses or done any reading to Improve your skills? 9. Did you have an opportunity to improve some of the procedures of your last job? 10. Did you concentrate on grades in school or were you more active in extracurricular affairs? 11. Do you enjoy working with others, or do you prefer to work alone? 12. Do you enjoy meeting new people? 13. Would you say you need more self-confidence? 14. Are you good at remembering names and faces? 15. What are your favourite leisure pastimes? 16. Do you smoke? 17. Would a restriction on smoking make you uncomfortable? 18. What kind of people turned you off in your last job?
sandwiching it between appointments, he met each candidate in the evening or on Saturday morning. * He tried to make the candidate feel at ease by offering coffee and sitting beside her rather than across the desk. * He prepared for the interview by writing out a series of questions to jog his memory through the interview (Fig.
16. What are your family reaponalbll111.57* 20. how song do you plan to contimie working? 2E What' type of work does your do? 22 We sometimes have to work un dor preasure, wIll that bother you? 23.. Uke moat doctors, I sometln.ea work lpta.wW ft upset your home life It you do not always get out on time? 24. If you have children, what provl. sbus do you have for their oars? 25. Do you have any health problems? 26. Some doctors are hard to get along with how was your last employer? 27. Some doctors complain about Immature staff, how would you rate yourself? 28. What was the salary of your prevlous (present) job? 29. Do you have any questIons about the job? *Readersl attention is drawn to the antidiscrimination provisions of provincial human rights legislation. Em. ployars should not ask questions on sensitive subjects unless the applicant has first volunteered such information. The relevant portIons of the Ontarbo Human Rights Act (legislation is similar in other provinces) will he found at the beginning of CMAJ's classified advertisements on page 698.
FIG. 3-Questions to ask CMA JOURNAL/SEPTEMBER 17, 1977/VOL. 117
689
3). Many of the questions were openended, aimed at leading the candidate on to speak freely of previous experiences. * Immediately after the interview, he completed the interview rating form (Fig. 4). * He asked each candidate to provide three letters of recommendation, one of which had to be from a former employer. After studying the interview rating forms and the telephone skills checklist, there seemed to be little to choose between Diane A. and Mary G. Both their personalities were compatible with his. Both were poised, well-groomed and articulate. The deciding factor in Mary's favour was the excellent recommendation written by her former employer. What went wrong? How could Dr. John have avoided hiring such a "lemon"? Quite simply. He could have telephoned her former employer - even if the last place she worked was 2000 km away. What's a $20 telephone call compared to the time (synonymous with money) that it will take to rehire and train a new employee? Preferably the call should have been made before the interviews. Your telephone check could eliminate a poor candidate without wasting valuable interview time. While it may be convenient to write a letter asking for a reference on an individual, bear in mind that usually people are unwilling to commit themselves on paper to negative comments. The best method for eliciting honest information is by a telephone call to the candidate's immediate supervisor.
FIG. 4-Interview rating form
Make sure you ask direct questions about the employee's efficiency, honesty, punctuality, and so on. Keep the conversation going, even if everything appears in order. Seek more detailed information and opinions. "How well did she cooperate with her fellow staff members?" '.Was she organized?" "Was she innovative?" "Was she cheerful?" You could ask questions such as, "Would you rehire her?" or "Why not?" (An assessment could be made on the pause between the question and
the answer.) "Why did she leave?" ..You have said a lot of nice things about So-and-so, but if you had to think of one imperfection about her, what sticks out in your mind?" Rather than talking to the previous employer only, in all fairness, you should telephone the last two. One final point - make it clear that the first 3 months are probationary and that the job can be terminated by either party without any feeling of obligation during that period.
Local medical society
Employment agency An agency will screen the applicants for you. After ascertaining details of position and estimating salary requirements, they search their files or advertise for a suitable person. A good agency will provide lengthy histories, results of aptitude tests and extensive interview notes. The fee 4or this service currently amounts to approximately 10% of the prospective employee's salary for the 1st year.
Some medical societies publish a regular bulletin that usually ends up being read by medical assistants. As well, an exceptionally active medical society might have files on aides looking for jobs.
The hospital Flagrantly to lure an aide from the hospital would probably be considered unethical by most. However, simply to pass the word in the hospital that you
are looking for an office aide could turn up two or three unhappy employees who would rather work for you. This will not make you popular in hospital administrative circles. Ask your detail man The drug representatives make regular rounds through the medical community. They will be aware of aides who might be out of jobs - where the doctor is retiring, moving etc. Schools Candidates can be found at all types of schools. An ideal aide might be found at a high school, business school, community college or university. Most of the postsecondary institutions will have placement agencies that can be reached by telephone. U
Placing an ad in the classified section of the newspaper is just one method of recruiting medical office help. Here are six other proved ways: Let everyone know Tell your colleagues, your druggist, the detail man, the minister, your friends, your spouse .... This method is popular because it has proved effective and cheap.
690 CMA JOURNAL/SEPTEMBER 17, 1977/VOL. 117
