Hiring Processes for Dental Practices

When it comes to hiring employees for your dental practice, you need advice on many aspects of the process. The fact is that hiring is not simple. There are many things you must think about when you are considering hiring someone to be a part of your team, and Sterling Management may be able to help you. While the focus of Sterling CPA advisers is on financial management, there is an entire branch of Sterling Management (http://ask.fm/Sterlingmanagement) that now focuses solely on helping businesses such as dental offices hire and retain good employees. Instead of thinking of Sterling CPA, learn more about how this company can help you hire the best possible employees for your dental office.

Sterling Management

The firm can provide many benefits for those who are seeking to hire employees for a dental office, including:

• Interview techniques
• Wording for ads
• What tests to administer

Interview Techniques

Not all interview techniques are created equal. In fact, some technique are designed to elicit important information you need to know about a potential future employee, while others are an exercise in social graces, with each participant in the interview simply walking away feeling good about each other with no real knowledge of how they will work together.

The firm can help you with your interview techniques (https://www.crunchbase.com/organization/sterling-management-cpa). There is no need for bombastic or threatening words during an interview, nor is there a need for over-friendliness. Instead, the firm will teach you the simplest and easiest ways to instantly assess key factors in potential employees using a professional tone and demeanor that will help you gauge reactions to how this person will fit in the framework of your office team.

Wording for Ads

It is very important to word your help-wanted ads correctly. In fact, this can be the key to filtering the people you want as opposed to those you do not. The firm can help you find the right balance and the correct word choices to ensure that your candidates are already the best choices for your office before you even begin the interview process.

Using proven techniques, you will learn to word your ads carefully, avoiding certain words and phrases and using others that are designed to catch the attention of people you actually want working in your office while discouraging those you do not.

What Tests To Administer

There are many ways to assess an individual’s personality, but none may be so helpful as the Emotional Tone Scale. This incredible tool allows a hiring manager or business owner to cut quickly through what the applicant wants people to see and drill down to the person’s real personality.

Hiring the wrong person costs the practice a great deal of money, and it is very easy to hire the wrong person. This is because everyone puts his or her best face on for an interview. For example, if you ask an applicant, “Are you bothered by the sight of blood?” the individual will invariably answer “No.” This is because you have already told the person the answer you expect to get. In an interview, the applicant’s “job” is to give you the answer you want, not the true answer.

Hiring the wrong person also costs a practice in another way as well. When you hire one wrong person, that individual can wreak havoc in your carefully-constructed team and cause the other employees to lose their trust in your ability to manage your office. Depending on the severity of the problem, you may find yourself facing loss of good staff or even a lawsuit by a person who never should have been on your team to begin with.

Sterling ManagementThere are ways to fight this problem, and the Emotional Tone Scale is one of the best. This scale works by rating emotional responses according to a 4-point scale. 4.0 is labeled as “Enthusiasm” while 0.0 is labeled as “Body Death.” One of the most important measurements on this scale is 1.1, “Covert Hostility.”

Covert hostility, or hidden hostile feelings that manifest themselves in actions, can quickly destroy a practice. People who are suffering from this issues often lie to avoid real communication; pretend to agree when they have no intention of following through; practice flattery and verbal appeasement; and have an artificial personality. Finding this type of person out before hiring is the best way to avoid huge problems, although there can be benefits to learning these facts even after someone has been with an office for some time.

For example, if an office notices a spike in productivity when one person is absent, then a drop in productivity when that person returns, it is probably something that should be looked into. However, it is important to realize that most observations are probably going to be incorrect without data to support them. One reason the firm is so successful at helping people build better businesses is that it relies on hard data and numbers rather than “feelings” about people.

There are ways to statistically measure employee performance. There are also ways to statistically measure and predict how great of an employee an applicant will be. By using these techniques, practice owners can avoid the high costs of hiring the wrong person and quickly increase productivity and profitability for all employees.

It is important to realize that this is not just something that practices should do for convenience. The bottom line is that the wrong employee can end up costing a practice millions of dollars, especially if the employee is allowed to stay on indefinitely. If an employee is costing a practice $20,000 in lost productivity, which is often a low estimate, he or she will cost the practice $100,000 in just five years. It is critical that practices not only identify poorly performing employees but also filter those who would not make good employees during the hiring process itself. Doing so saves everyone time, money and stress, while it helps good employees to have a better experience at work.


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