Hatching, Matching and Dispatching, getting the most out of your

Transcription

behaviour changing – market intelligence
Hatching, Matching and Dispatching,
getting the most out of your nursing team.
Kristie Faulkner RVN
Business Manager, Onswitch
BVNA 2014
Agenda
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What is a team?
Why are staff important?
What is your practice trying to achieve?
What does the nursing role entail exactly?
Do you attract the right candidates?
Do you keep the right candidates?
How do you manage those who don’t ‘fit’?
Why does teamwork matter in a vet
practice?
Let’s think of 5 reasons why it
matters
It gets the job done!
Define “team”
– noun 1. a number of persons forming one of the sides in a game
or contest: a football team.
– 2. a number of persons associated in some joint action: a
team of advisers.
– 3. two or more horses, oxen, or other animals harnessed together
to draw a vehicle, plough, or the like.
– 4. one or more draft animals together with the harness and
vehicle drawn.
– 5. a family of young animals, especially ducks or pigs.
Think of some team examples….
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Football team
What are the objectives?
Stop the opposition from scoring
Score goals
Every single person has their own role in reaching the
objectives
Team positions
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Goalkeeper
Defenders
Midfield
Forward – strikers
Coach
Manager
Physio
What happens if they don’t perform effectively?
Effective team…….
Not so effective …..
What’s changed?
Why are staff so important?
• Every member of the practice team plays a vital part in
the success of the practice business
• So the quality of individuals working for the practice is
paramount
• How those individuals perform as a team defines how
effectively pets are treated and how well the practice runs
day to day
• Clinical quality plus quality through the eyes of the
customer
• No customers = no pets to treat = no job!
Balanced Scorecard – VN team affects
each quadrant.. How?
FINANCE
OPERATIONAL
EFFECTIVENESS
CUSTOMER
STAFF
40% OF REVENUE
Define “manager”
– noun 1. a person who has control or direction of an
institution, business, etc., or of a part, division, or phase of
it.
– 2. a person who manages: the manager of our track team.
– 3. a person who controls and manipulates resources and
expenditures, as of a household.
– 4. British . (formerly) a theatrical producer.
To be able to “ control and direct to deliver
a joint action “ ….you need:
1.
2.
3.
4.
Task evaluation – what needs doing!
Job role outlines for all of the team
Organisation structure –with roles not names
Business vision – what are you trying to achieve
What is your practice vision? Reason to
exist?
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Not a trick question…?!!
What is the purpose of your practice?
To be the best in the area?
To treat all pets as if they were your own?
To expand into a large group within 10 years?
To make as much money as possible?
If you don’t know, how can you as an individual deliver?
Practice Culture & Ethos
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What kind of culture does your practice have?
We’ve always done it this way?
We can do it however we want to do it
Bring change on!
Caring, compassionate?
Helping each other out?
Is it the ‘right’ culture to reach the practice vision?
You need people to fit the culture
Skills alone are not enough
Our Values
• Clear
• Specific
• Realistic
Our Mission
So… what do you look for when you hire a
new nurse?
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Qualifications?
Experience?
In what field?
Confidence?
What else?
Add something new…. Communication and awareness of
the client experience
• And what do new nurses look for in you?
Employee needs
Employer needs
Culture Fit
Good
working
conditions
Salary
Knowledge
Experience
Practice Vision
Career
opportunities
Training &
Development
Customer
focus
Attitude
Teamwork
Goals ,common purpose and vision
alignment
• What does the business need done ?
• What jobs have to happen ?
• What tasks need delivered?
• How do you want it done – behaviour matters
• Skills are easier to find than the correct fit for your
business
Profile specific wants and needs…
• What is it that you are looking for exactly?
• If it’s a pair of hands asap, chances are you won’t employ
the right person
• Have a job description to work from
How effective is your job advertisement?
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Eye-catching, not too wordy
Relevant information essential:
Practice logo & name
Job title
About us
About you
About the job
Starting salary/benefits
Application form
Contact
Not great….
RVN NEEDED
1 in 4 weekends, no OOH
Hampshire area
For more information please call
02089 445667
What catches your eye?
Screening process
• Now you have your applicants.. Which ones should you
interview?
• Which stand out?
• Yes, No, Maybe pile
• Do they have a cover letter?
• Yes will fit with your ad and job description
• No won’t!
• Maybes can be contacted after Yes if necessary
• Phone screening
Interview:
• Who will interview? – Head VN and PM
• Where? – Somewhere without interruptions!
• Realistic number over a few days - each need the
opportunity to stand out individually and not become
jumbled into one another
• Prepare questions to establish:
 Experience & skills
 Customer service
 Personality and culture fit
 Why this practice?
Recruitment & Development Cycle
Career
development
Recruitment
& Selection
Performance
Management
Training &
Development
Engagement
& Retention
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Retention!
Job description
Different to contract
Specific
Measurable
Boundaries
Responsibilities
Make it clear
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What exactly the role entails and associated expectations
1:1 to outline description and gain agreement
Training and development may be necessary
Staff need the correct tools to do the job
Daily personal/shift duties in addition
Prevents certain issues arising……
What is the VN role?
Where do we start?
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Why do we do it?
Kennel maid
Anaesthetist
Dental nurse
Carer
Cleaner
Phlebotomist
Consult
Councillor!
Insurance clerk!
VN team role in business
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How efficiently the practice runs day to day
Determines capacity
Managing vets ?!
Customer interface – bonding
Professional staff
Nurses can own effective business performance
Income stream from nurse clinics
Big role needing careful management
“ Wants and Offers “
You as manager create 2 flip chart lists
1. What I will offer you as a team
2. What I want from you as a team
Ask the team to create 2 flip chart lists
1. What we want from you ( the manager )
2. What we offer you ( the manager )
“Wants and Offers”: Employee and
Employer
• You will now have a list of wishes from your team and
what they are prepared to offer you / managers
• They will have a list of what you/managers want from
them and what you will do in return
• These should match …starts a discussion and keeps you
all focussed
Performance management
• Annual appraisals
• Bi-annual progress
• Highlights where team members are doing well and not
so well
• Two way responsibility
• Goal setting
• Measurable actions for both employee and employer
• Employee input
• Not something to dread
Manager needs a system!!
• Once you have the WHAT and the HOW you need a
system to monitor
• Team engagement data is well researched and
documented
• We recommend you work with established proven
structures
• Gallup organisation have researched team engagement
and it works !
12 questions….
Ke y
Number
Question
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Do I know what is expected of me at work?
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Do I have the materials and equipment I need to do my work right?
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At work, do I have the opportunity to do what I do best every day?
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In the last seven days, have I received recognition or praise for doing good work?
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Does my supervisor, or someone at work, seem to care about me as a person?
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Is there someone at work who encourages my development?
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At work, do my opinions seem to count?
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Does the mission/purpose of my company make me feel my job is important?
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Are my co-workers committed to doing quality work?
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In the last six months, has someone at work talked to me about my progress?
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This last year, have I had opportunities at work to learn and grow?
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Do I have a best friend at work?
July 2014 Team Track data
How to use with your team
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First ask the 12 questions – yes or no answer
The 12 questions drive business productivity
Pick the ones you are falling down on – then fix it
Then repeat at least 2-3 times a year
• The team will then become confident and talk to you
about the areas they have concerns about
Those who don’t fit…
• Regular appraisals document what has been agreed,
completed or consistently
• If correct training has been offered and completed yet
performance is still an issue – disciplinary action may be
necessary
Discipline
• Must be consistent handling for everyone
• Very difficult to manage without up to date job
descriptions
• Verbal ‘we have a problem’ in private – sometimes all that
is needed
• Caution – slightly more serious – may be recorded
• Warnings – formal oral warning, then written with likely
outcome if offence is repeated
• Dismissal
• Outsource!
Positive Discipline
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Roles, rules and responsibilities
Regular appraisal and feedback
Effective communication
Rather than using reactive punishment outright – give
employee option to change
• Working together to eliminate negative behaviour
• Explores reasons for behaviour and solutions to rectify
• Employee is an adult with a problem to solve
To summarise…
Each key business step involves a person
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Each person has a role
Each person is part of a team
Each part has areas of responsibility
Each area has to communicate
Managers have to manage each effectively
IT MATTERS !!
Any Questions??
Canine partners charity bike ride

Hatching, Matching and Dispatching, getting the most out of your

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