Staff discipline and reward

I'm having a problem giving complements vs always finding what is wrong. I know staff responds better to honey than vinegar but we're a busy practice and I expect everyone to do their job,(perfectly...). Any suggestions? Thanks

I was raised much the same way.  An "A" on a report card was expect, and didn't get much notice.  Anything less was a firm lecture, and time with an after-school tutor.

So I, too, find it difficult that team members expect "rewards" for doing their job, perfectly, the first time, when to me doing the job that way is exactly what staying employed with our practice means.

You have to make a very conscious effort to use your "pleases" and "thank yous." 

It isn't always about monitary gains, PTO rewards, trinkets, or other tangible things.  Sometimes it is just making your team feel appriecated by "gushing" a little.  Not laying it on too thick, they can tell when you're patronizing them, but the pat on the back goes a longer way than trying to buy someone out.

It's tough, and as I mentioned, it does takes a conscious effort to actually look people in the eyes and mean what you say when you tell them at the end of the day, "Thank you everyone, it was rough, but you all pulled through amazingly.  It's a really big help and this sort of teamwork is what really makes working here with all of you a real pleasure."  Trust me, it's taken me many long years with a shrink to learn how to connect with people this way.  My husband, our veterinarian, is much, much better at it than I am, especially in that he can really do it with sincerity, whereas I have to consciously  remember to set aside my pet peeves about a person to find something nice to say.

I've tried other methods.  The last year's holiday party became a dud because a vast majority of the team didn't bother to show up.  I held a summer party, and the same thing.  They all liked the gas gift-cards I gave them this summer, which I paid for out-of-pocket, but it didn't result in any increase in productivity from anyone.  Last year, there was severe disgruntlement over the annual bonuses.  I had to hold a meeting to explain to everyone that bonuses were not rights or obligations, but gifts, and if they weren't satisfied with them, they could search for employment elsewhere.  This year I placed it in the team's hands that if they want a holiday luncheon, to get together and give me a date and time that they wouldn't mind having something catered in the practice.  Nobody's come forward yet to plan the event.  So the impression I get is that they could really care less if they get these things or not. 

But they've stayed on-board mostly, I believe, because we've been more than tolerant and understanding of "life crisis" events that require being flexible in schedule, approving time off (paid or unpaid), and overlooking the occassional unexcused absence or tardiness that would get people fired out there in the "real world."

You don't have to tell me about sweating small stuff!

I have had innumerable issues with my front desk team and the "small" mistakes they make in charging people, closing out the cash drawer, etc.  It made reconciling the paperwork at the end of the day a hassle, or made me livid if the cash draw was short.  I also threw a huge stink about the lack of anyone in the hospital documenting phone conversations with clients, etc.

The question I had to ask myself was, did I provide enough training for them to understand the details of their job?  Do they know what I expect of them?  Sometimes I was taking for granting that they knew how to do the job properly simply because I thought those tasks were "no brainers" and expected the team to actually extrapolate or read my mind as to what I wanted done, or said.

So I had to revamp my whole training method.  It took alot of time, trust me, but accomplished so much.  I asked each front desk team member what task was the hardest thing for them to perform, then I broke down that task into "baby steps" and wrote the whole process out in a "Directions On How To..." type of form and put it in a binder right there in reception.  I wrote out scripts for EXACTLY what I wanted team members to communicate to clients that wouldn't get us in any trouble with lay folk issuing medical advice.  Then I sat down with each team member individually, outside of their usual work hours (training time they must be paid for), and reviewed each set of instructions with them, or go through mock trasnactions and role play.  I had them sign the sheet at the end of the session that they understood the instructions.

I also made sure to let them know that if they had questions and were not sure, that they needed to approach me and ask me IMMEDIATELY for help before they made the mistake.  I have had to work on my approachability, but it gets easier with practice.  The "Directions On How To..." book is always available at the front desk for ready reference as well, so if I'm not at the practice, they know where to look for the resources to help them.  I am constantly adding to that book as things occure to me as causing potential issues.

I also made it very clear that since they all recieved training in these areas, and signed that they felt competent enough, I would not tolerate any more poor performance for any reason, and that poor performance would be documented, disciplined, and that team members did risk being terminated for continued sloppy work.  I made that very plain.  Yes, we can be nice people, and be flexible, and "gush" at them all they wanted, but they need to give back excellent performance in return.  We're not their friends, we're their employers, and while the line is a fine one sometimes because we are a small, close-nit group, the line does exist.  Think of it as using parenting skills in the workplace.

Mistakes still happen, but the number of them have dropped drastically, and barring any major issues, things have been much better for everyone involved.  The team feel more confidant and independant, I'm not plagued with "small" mistakes anymore, and I can actually take a day off occassionally and not feel like the office will burn down without me.  It only took disciplining a few team members once or twice (verbal warnings) for them to stop "testing" me, and for the rest of the team to understand I meant business.

But yeah, I usually have to take anti-anxiety/anti-depressant drugs not to throw huge temper tantrums over the little things.  They sooo take the edge off!

I realize "rewards" are a way of life in the modern working world, but my practice has recently begun rewarding staff for tasks that are expected and distinctly outlined in the job descriptions.  Why do they feel they have to "dangle a carrot" in front of our noses in order to get us to do our duties?  I find this ridiculous, especially for everyday tasks that are not above and beyond the call of duty.  If one needs to be enticed to perform, maybe they should seek different employment.

try to make time in your schedule and theirs every month or every other month to have a one on one meeting with employees.  When i worked at a practice with a meeting like this i responded very well. i worked harder because i loved getting the feedback when my meeting took place.  also it was a great time for me to ask what i could do better.  Also i am sure it was a great time for managment to give some constructive criticism.  Not only will you get a time to give the complements needed you will also build a bridge of trust and respect with the employees.