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Maximize Your Resources - Part I of IV

by Joan Bachman

People - Time - Money - Information

  • The Only Place You Find “Success” before “Work” is in the Dictionary
  • Survival and Growth of an Organization Relies on Effective Use of Available Assets

Part I of IV - People

The most useful and important resource of any operation is its people. You’ve heard that many times because it is true. Your staff members deserve your positive attention from your decision hire through their entire time of employment. You want to interview thoroughly, hire thoughtfully, train intentionally, and manage fairly.

If your employees understand and accept your mission, vision, and culture, and are given the necessary tools, you will have an effective workforce.

Hiring Practices
  1. Use a standardized interview process, allowing the interviewee to express personal views.
  2. The Supervisor of the vacant position conducts the interviews and recommends the candidate for hire. Human Resource Department conducts background and reference checks, etc., but does NOT make the decision for the best person to fill the vacant position.
  3. During the interview, review the specific description of the vacant position, including scheduling practices. A generic description will get you a generic employee.
  4. Be sensitive to the “chemistry” of personalities when conducting the interview.
  5. Know the law regarding limitation for hiring. (e.g., criminal convictions, etc.)
Orientation, Training, and In-Service - “An ounce of prevention is worth a pound of cure”
  1. Use a standardized general orientation program, designed for your business in your building.
  2. Assign a peer mentor for the new employee to learn specific position responsibilities and tasks for effective use of training dollars.
  3. Document orientation and training to ensure no requirements are missed.
  4. Be clear about the probationary period, the time when employee and employer are learning to work together. Document employee progress or lack thereof.
  5. Train employees to new equipment, procedures, and expectations any time there is a change.
  6. Clarify “mandatory” vs. “voluntary” Training and In-Service. You must pay employees for mandatory training.
  7. Policies and Procedures are necessary for consistency and quality. These documents must reflect current practice and be available and used by all staff.
Management Practices
  1. The Mission Statement describes the overall intent of the owners and management team of the business. Refer to the Mission Statement during orientation and for management discussion.
  2. Managers must make realistic decisions and follow through with implementation.
  3. Consistency in all management matters is critical. No “favorite” staff members or clients.
  4. Documentation and sharing of successes and failures (open communication) feeds feelings of important involvement by the entire staff.
  5. Fair and honest owners and managers lead to fair and honest staff members. This common trust fosters efforts to reach the common goals that lead to success for everyone. Trust translates into long-term loyal employees, the maximization of this most valuable resource.

About the Author

Joan Bachman

Joan Bachman is a Registered Nurse, Licensed Nursing Home Administrator, Registered Health Information Technician, and Faith Community Nurse. She earned a Bachelor of Science degree in Business Administration. Joan has experience as a Nurse, Administrator, Developer, Trainer, Grant Writer, and served as Administrator of SD State Survey Agency. She has consulted with health care facilities and nonprofit organizations and presented leadership training. Joan is the author of Guidebook for Assisted Living Facilities and Senior Service Providers and Guidebook for Physician Services in the Nursing Facility, and she has published in professional journals.

Comments


Donna Lewis

Very good advice! Your blog is very informative.

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