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Managing Staff for Practice Profitability: 3 Experts, 3 Strategies

January 28, 2015

Three staffing experts show how to set goals, define tasks, and evaluate regularly to improve your practice’s financial performance.

Manage Staff Like a Professional

Rebecca Johnson, CPOT, COT, COE, Director of VHR-Advisor, says that to manage like a professional you first must define what is expected of staff–with specifics. Show each employee the tasks they must perform and what they are accountable for in measurable goals. With an effective job description, you have a powerful tool to measure job performance–and to reward employees according to performance, and not entitlement.

Tell Employees What’s Expected

Evan Kestenbaum, MBA, Chief Information Officer for GPN, producer of “The Edge,” says that employees turn in a superior performance when you present them with clear goals at hiring–then conduct regular performance assessments to keep them on target. Review job performance every three monthsand address under-performance. Finally, reward employees based on exemplary performance–as defined by goals. Do not give automatic raises.

PutPractice Goals in StaffTerms

Mark Mattison-Shupnick, ABOM, BS, editor of 20/20 Opticians Handbook, believes that optical staff is motivated to meet practice growth goals when you present goals in language they understand. Managers tend to speak in accounting terms: “Let’s increase AR capture rate from 40 to 60 percent.” To be more effective, say: “If we just sell one more pair of AR lenses per day, we’ll meet our goal!”

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