As the older reception staff and clinicians depart a new era of workers take over, practices are struggling to adapt to the reduced time an employee or contractor stays in a clinic. The baby boomer might have stayed 7 to 10 years or even more in a clinic but the new generation only stays for around two.
Stats across all types of businesses real that the new generation of workers holds an average of 11.7 jobs with 27% of people changing jobs every year giving them the chronic job hopper title. Job hopping is defined as spending two years in a position before seeking out another position, typically for a higher salary or a better cultural fit. Companies are failing to accept the new job hopper mentality preventing them from getting the most out of their current talent. Instead of focusing on keeping current talent they’re investing more in recruiting new people to keep up with turnover.
Here are four ways a clinic can get the most out of their current talent
Cultivating Open Communication With Clear Expectations
Setting expectations doesn’t solely revolve around the goals of the actual position but also expands to cultural expectations, understanding the hierarchy of the clinic and the contribution to an overall purpose.
Promoting Entrepreneurial Mindsets
Many clinics are resistant to nurturing an entrepreneurial mindset in their employees or contractors for fear they’ll lose top talent or have a clinician set up his or her own practice down the road. The reality is, a true entrepreneur is going to leave a practice regardless how great their position is. Clinics who aren’t afraid to let their employees or contractors leave show their current team they value their growth and development.
Investing in Their Development
A clinic is only as strong as their weakest receptionist or clinician.
When employees and contractors feel valued their loyalty increases then so does the overall turnover.
Driving Growth With Gestures
Giving praise is a simple and powerful way to build a sustainable culture in your clinic. A lack of recognition leads to a dying culture. Employees and contractors are no longer motivated by their wage alone but instead fuelled by praise and incentives. Recognition comes in various forms and can be as simple as a thank you. The way a clinic recognizes it’s reception staff and clinicians is entirely dependent on the culture.