Pitchrate | How to Lose A Good Employee in 10 Easy Steps

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Jackie Bailey

Jackie Bailey is a business coach, consultant, recruiter, professional speaker, and blogger. Jackie works with all businesses to build teams and recruit new team members. Jackie will enhance a dental or medical practice by assessing, training, and coaching. Key traits attributed to Jackie Baile...

Category of Expertise:

Business & Finance, Health & Fitness

Company:

Emerald City Consulting

User Type:

Expert

Published:

08/13/2011 02:56pm
How to Lose A Good Employee in 10 Easy Steps

How To Lose A Good Employee In Ten Easy Steps
By
Jackie Bailey, President
Emerald City Consulting
“I’m giving my two-week notice”. These dreaded words will cause an employers
jaw to drop right into his or her lap. If, as a doctor or office manager, you feel that you’ve
got pretty great staff members who are well liked by your patients and other team
members, you’re not alone, and congratulations are in order. However, a dentist or office
manager can become so complacent in their role as a leader that they get blind-sided by a
good employee’s resignation.
Staff turnover is extremely costly for a business. If you aren’t actively trying
everyday to keep your good team members, then losing them is as easy as one, two three.
Step 1: Introduce an incentive plan. Explain that you’ve come up with a way that
each employee may potentially be able to increase his/her base salary by getting a bonus
when a weekly or monthly goal is met. Explain that you’re happy to offer this to them,
your staff, and that you have confidence they’ll be able to reach their goal if everyone works
together.
Step 2: After you’ve paid out bonuses for the last three months that you feel are
extravagant, you make it harder for your staff to reach the set goal. You increase the
amount the team has to reach, and decrease the amount of hours you work. You explain
to the staff that it may be more challenging, but you know they can do it.
Step 3: After paying three more months of bonuses that you feel are extravagant,
you explain to the staff that you’re discontinuing the incentive program. You explain to
your staff that it wasn’t working well, and that you will make some improvements and bring
the incentive program back at another time. You don’t bother to notice how much your
production and collection numbers have increased, nor do you realize that you were paying
your staff more because you were producing and collecting more. You fail to see the worth
of a motivated and loyal team.
Step 4: Introduce an employee salary increase based on percentage of practice
growth, not on individual job performance. Adjust all employee salaries to be the same,
regardless of time with the practice or length of experience.
Step 5: After a 20% growth in the practice because of focused teamwork, you
discontinue the employee salary increase based on practice growth.
Step 6: Introduce an employee salary increase based on the Consumer Price
Index, not on individual job performance. Your team gets a .2% salary increase the first
year.
Step 7: Bring on an associate, expand the practice hours and hire more staff.
Make sure everyone is working more than they were the year before, except the office
manager, who is allowed to decrease her hours by 20%. You determine that monthly staff
meetings are getting harder to schedule, so you cut back to one meeting a quarter.
Step 8: Hire an employee who is not competent. Other staff members tell you she
has stolen personal items from them. You don’t feel you can let this employee go because
she is a single-mom. There is a lack of leadership in the office, and there is no forum to air
differences or to discuss problems. Office morale continues to plummet.
Step 9: Your associate suggests that more money could be put into the practice if
the staff didn’t get paid for so many holidays. You discover that some national holidays fall
on Saturday or Sunday this year. You announce to the staff that there will be three
holidays that will not be a benefit this year because they fall on days not normally worked.
However, to be a nice guy, you give the benefit of all the Monday holidays to the part-time
employees who don’t work on Mondays. You unwittingly have punished those who give
you more of their time and labor (the full-timers), while at the same time, rewarded those
team members who aren’t as loyal (the part-timers). Your staff notices the unfairness.
Step 10: A patient gets angry because of a scheduling miscommunication between
themselves and one of your most comp

Keywords

leadership, hr, employment
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