WELCOME TO THE STAFFING ISSUE
Compiled here are practical tips from a few of the articles that appear in this issue of Optometric Management.
CREATE OPEN COMMUNICATION TO HELP DEFUSE CONFLICT
Resolving conflict among staff requires many steps, but one of the first is to assemble all parties involved in the conflict. “If one employee complains about another, it’s important to gather them together, with you as the mediator, and create an environment of open communication,” writes Dr. Jennifer Jabaley.
“Resolve Conflicts Among Staff"
USE ASSESSMENT TOOLS TO DETERMINE STAFF STRENGTHS
A staff member who is not performing up to standards may simply not be a good fit for their current team. Dr. Ted McElroy recounts how an employee of his was recently moved from the optical team. “After using our assessment tool, we found she was more suited to our clinic team. We moved her there as soon as we had availability, and she was much happier there, and adapted to her new tasks quicker than most in the role.”
“Retain Staff by Improving Practice Culture"
SUSPECT EMBEZZLEMENT? CHECK YOUR FUNDS
If an OD fears someone may be embezzling from their practice, the first place to look is the bank account, writes Dr. Harvey Hanlen. “…If the practice has been growing or continuing to produce normally, but there is no money left in the checkbook, something is wrong unless the OD made a major purchase.”
“Prevent Embezzlement"
USE AN ONBOARDING CHECKLIST
When training opticians, consider a checklist for onboarding new hires. “In our office, we have a nine-page onboarding checklist that new hires must complete before they are ready to be on the floor solo; the checklist includes everything from how to open/close the office, to placing a glasses order,” writes Dr. Jessilin Quint.
“How to Improve Optician Training"
IF A PATIENT DECLINES CARE, CONFIRM THEIR CAPACITY
What should you do when a patient declines care? One of the first steps to take, writes Dr. Katie Gilbert-Spear, is to determine the patient’s capacity to “understand the benefits and risks of” a proposed treatment or intervention. “If a patient can communicate an understanding of the disease and treatment to the OD, including rational of risks and benefits of the testing and treatment, then the patient most likely has capacity.”
“When the Patient Declines Care"