Latest / Hey Docs! / Hiring for Growth and Success in Your Orthodontic Practice - Just Jill

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Hiring for Growth and Success in Your Orthodontic Practice - Just Jill · Hey Docs!

• 0:05
  Speaker 1: Welcome to the Hey Docs podcast with your host, Jill Allen.
• 0:09
  Speaker 1: It is time for another Just Jill episode with me
• 0:12
  Speaker 1: behind the mic. Today, we're talking about one of the
• 0:15
  Speaker 1: biggest challenges I hear from practice owners, hiring. When you
• 0:20
  Speaker 1: have an open position, it can be really tempting to
• 0:23
  Speaker 1: look for somebody who already has orthodontic experience. I'm especially
• 0:27
  Speaker 1: looking at you startups. They know the terminology, they understand
• 0:31
  Speaker 1: the flow of the practice, and they should require less training.
• 0:35
  Speaker 1: But is the most experienced candidate always the best candidate?
• 0:39
  Speaker 1: Today we're talking about hiring someone seasoned versus someone completely
• 0:44
  Speaker 1: new to the industry. What actually makes somebody a great
• 0:47
  Speaker 1: hire and what needs to happen after they join your
• 0:50
  Speaker 1: team to set them up for success. And now a
• 0:54
  Speaker 1: word from the sponsors who make this podcast possible. As
• 1:00
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• 1:04
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• 1:35
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• 1:45
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• 1:56
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• 2:00
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• 2:04
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• 2:09
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• 2:13
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• 2:17
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• 2:20
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• 2:24
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• 2:28
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• 2:32
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• 2:39
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• 2:43
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• 2:52
  Speaker 1: All right, guys. So here's a question that I get
• 2:54
  Speaker 1: a lot, especially when we're talking about a startup practice
• 2:59
  Speaker 1: and hiring for that versus hiring for an established practice.
• 3:04
  Speaker 1: And one of the questions that continues to come up
• 3:08
  Speaker 1: is how much should previous orthodontic experience actually matter? And
• 3:13
  Speaker 1: I think that this is something that's really important. And
• 3:16
  Speaker 1: I'm going to talk about it from a startup perspective
• 3:19
  Speaker 1: and then from an acquisition and or an established practice
• 3:23
  Speaker 1: when we're looking at hiring. And I think it can
• 3:26
  Speaker 1: be really easy as a doctor, especially in a startup practice,
• 3:30
  Speaker 1: you know, kind of we're doctors that are coming in.
• 3:33
  Speaker 1: We may not have ever had a practice of our own.
• 3:36
  Speaker 1: And it can feel really comfortable to think about surrounding
• 3:40
  Speaker 1: ourselves with with somebody who has some experience in our industry.
• 3:47
  Speaker 1: And I think for many times, the right person out there,
• 3:50
  Speaker 1: it can be a real advantage to a startup practice.
• 3:55
  Speaker 1: But It can also be a disadvantage. And so I
• 3:59
  Speaker 1: want to talk about some of the pros and cons
• 4:02
  Speaker 1: of bringing somebody in with experience and without experience. So
• 4:07
  Speaker 1: when we're looking at a startup, many times we're looking
• 4:11
  Speaker 1: at hiring one person. maybe two team members right from
• 4:15
  Speaker 1: the beginning. And usually that first team member in a
• 4:18
  Speaker 1: startup practice is going to be somebody who's kind of,
• 4:22
  Speaker 1: I call it our utility player. They're kind of handling
• 4:25
  Speaker 1: all of the roles of the practice, but we're teaching
• 4:29
  Speaker 1: them to do those roles at a we're going to
• 4:37
  Speaker 1: be eventually getting core people into all of those positions
• 4:41
  Speaker 1: that will really own that position. But in our first
• 4:44
  Speaker 1: six months, eight months, even sometimes our first year, we
• 4:48
  Speaker 1: usually have one team member that's kind of managing everything
• 4:51
  Speaker 1: on the front of the house side. And then eventually
• 4:54
  Speaker 1: we're going to bring in an assistant that's going to
• 4:57
  Speaker 1: help us on the back end side as our practice
• 4:59
  Speaker 1: volume and patient volume continues to grow. So when I
• 5:04
  Speaker 1: get asked this a lot with doctors who say, you know, Jill, well,
• 5:08
  Speaker 1: I would assume that my first hire should be somebody
• 5:10
  Speaker 1: with a lot of experience and somebody who can just
• 5:14
  Speaker 1: really come in and I love this, run my practice,
• 5:17
  Speaker 1: you know, kind of like an office manager. I always
• 5:20
  Speaker 1: have to take a little bit of time and coach
• 5:23
  Speaker 1: with my doctors a little bit that Although that seems
• 5:27
  Speaker 1: like that can be a really good decision to make,
• 5:30
  Speaker 1: it isn't always the best for a startup practice. So
• 5:34
  Speaker 1: let's kind of talk about what that looks like. A
• 5:36
  Speaker 1: lot of times when we look at bringing somebody in
• 5:41
  Speaker 1: who doesn't have a lot of dental or orthodontic experience in,
• 5:45
  Speaker 1: Some of the things that can be to our advantage
• 5:48
  Speaker 1: in an orthodontic practice is we get the opportunity to
• 5:52
  Speaker 1: mold them and train them to do everything exactly the
• 5:56
  Speaker 1: way we need it done. And I think that many
• 5:59
  Speaker 1: times when we look at team members who are coming
• 6:02
  Speaker 1: from established practices into a startup is they're coming with
• 6:06
  Speaker 1: an established practice mentality. So they know how things work
• 6:12
  Speaker 1: in a busy, established practice, and they know the things
• 6:15
  Speaker 1: that should be happening. And although that can be an
• 6:17
  Speaker 1: advantage to us, it can also be a disadvantage because
• 6:22
  Speaker 1: we're Many times we have to look at the way
• 6:24
  Speaker 1: we do things different in a startup. So the way
• 6:27
  Speaker 1: we market may be differently. The way we present our
• 6:30
  Speaker 1: fees and the way we set up our payment plans
• 6:33
  Speaker 1: may be differently than an established practice. And so when
• 6:37
  Speaker 1: we're training that team member with no experience or knowledge,
• 6:41
  Speaker 1: retraining a team member with experience, there can be some
• 6:45
  Speaker 1: things that we really have to think about and sometimes
• 6:49
  Speaker 1: can have some issues that come up that we have
• 6:52
  Speaker 1: to deal with. When I look at this from a
• 6:55
  Speaker 1: clinical standpoint to a front of the office standpoint, I
• 7:00
  Speaker 1: definitely think that there could be advantages in having a
• 7:04
  Speaker 1: clinical team member that has some experience, especially when we're
• 7:08
  Speaker 1: looking at a startup practice. Because many times when we're
• 7:12
  Speaker 1: starting out our practices, we start off our first three
• 7:15
  Speaker 1: months with a whole lot of new patient exams and
• 7:17
  Speaker 1: a whole lot of starts, but not a lot of adjustments. So,
• 7:22
  Speaker 1: Many times we can get away with not even having
• 7:25
  Speaker 1: a clinical assistant initially. But as that volume starts to
• 7:30
  Speaker 1: pick up, we either need to have a doctor that's
• 7:34
  Speaker 1: willing to train an assistant to be able to do
• 7:38
  Speaker 1: things the way they want, or many times I think
• 7:40
  Speaker 1: it can be really helpful for a doctor to have
• 7:43
  Speaker 1: an assistant that does have some basic training in to
• 7:48
  Speaker 1: be able to jump in there and help because it
• 7:50
  Speaker 1: really comes down to where is the doctor and the
• 7:55
  Speaker 1: way our schedule is going and how do we best
• 7:57
  Speaker 1: use everybody's time with the least amount of employees. So
• 8:01
  Speaker 1: I think that there can be, again, pros and cons
• 8:04
  Speaker 1: when we look at bringing somebody in with skills and
• 8:08
  Speaker 1: without skills. And we really have to evaluate each independently
• 8:12
  Speaker 1: to see what makes sense for us. Okay, so now
• 8:16
  Speaker 1: what I want to talk a little bit about is
• 8:18
  Speaker 1: another question that leads into what I was just talking about.
• 8:22
  Speaker 1: And what are some things that we need to be
• 8:24
  Speaker 1: thinking about when we are hiring a seasoned orthodontic team
• 8:28
  Speaker 1: member and why sometimes that can be a little bit
• 8:31
  Speaker 1: more difficult. And one of the first things that I
• 8:34
  Speaker 1: talk a lot about and coach with my startup doctors
• 8:38
  Speaker 1: and we as a team here at JANA talk a
• 8:40
  Speaker 1: lot about is, Although it can be great to have
• 8:45
  Speaker 1: somebody coming from a busy, established practice, and they have
• 8:49
  Speaker 1: all these skills, and they're going to come into my
• 8:51
  Speaker 1: startup practice, and they're just going to be able to
• 8:54
  Speaker 1: do everything. Sometimes that team member comes in with a
• 8:58
  Speaker 1: lot of preconceived notions about what they know of the
• 9:03
  Speaker 1: roles that were in their busy, full orthodontic practices. You know,
• 9:08
  Speaker 1: there's a full-time practitioner. financial coordinator, there's a full-time TC,
• 9:13
  Speaker 1: there's a full-time front office communications coordinator, and maybe there's
• 9:16
  Speaker 1: even a full-time office manager. And now you, new doctor,
• 9:21
  Speaker 1: are looking at hiring them and they're thinking, well, ugh,
• 9:25
  Speaker 1: How come they're only going to pay me X amount
• 9:27
  Speaker 1: of dollars? I'm responsible for all of these roles. And
• 9:31
  Speaker 1: I think that that is something that we really, a
• 9:33
  Speaker 1: big hurdle that we really have to talk about and
• 9:38
  Speaker 1: coach as we're bringing team members into a startup is,
• 9:43
  Speaker 1: although again, we are bringing somebody into business. kind of
• 9:48
  Speaker 1: be a utility player on a very high level for
• 9:51
  Speaker 1: each of these roles, they are not going to have
• 9:54
  Speaker 1: 40 hours of work in each of those core roles.
• 9:57
  Speaker 1: They're going to be working over their 32 to 40
• 10:02
  Speaker 1: hours in the week to manage those roles. But again,
• 10:05
  Speaker 1: we're a startup practice or we're a smaller acquisition practice potentially.
• 10:11
  Speaker 1: And so I think that it's important that we're really
• 10:14
  Speaker 1: understanding as a doctor what we need to be thinking about,
• 10:17
  Speaker 1: but also making sure that the team member that we're
• 10:21
  Speaker 1: potentially hiring understands that That the expectations of what they
• 10:26
  Speaker 1: saw in this busy practice is not going to be
• 10:29
  Speaker 1: what they're going to see, especially in our startup practices.
• 10:33
  Speaker 1: Another thing that I think we really have to think
• 10:36
  Speaker 1: about when we are bringing this seasoned orthodontic team member
• 10:41
  Speaker 1: in is is how difficult is it going to be
• 10:46
  Speaker 1: for them to unlearn a way that they were used
• 10:51
  Speaker 1: to doing work in a previous practice or previous practices?
• 10:57
  Speaker 1: And I see this a lot, especially when we sometimes
• 11:00
  Speaker 1: are hiring team members that are older than the doctors
• 11:04
  Speaker 1: sometimes that are starting the practice. And it's kind of
• 11:07
  Speaker 1: this really interesting dynamic where a lot of times the
• 11:12
  Speaker 1: team members kind of come in with this air of,
• 11:15
  Speaker 1: I know more than you, doc, so you just listen
• 11:18
  Speaker 1: to me and I'll make sure that we'll get everything
• 11:21
  Speaker 1: set up. And I think that that's something that we
• 11:23
  Speaker 1: have to be really, really careful about. And again, when
• 11:26
  Speaker 1: we're working with doctors and we're working with team members,
• 11:29
  Speaker 1: a lot of times what we are working on is
• 11:33
  Speaker 1: to retrain a previous way of thinking. It may have
• 11:37
  Speaker 1: been great. for that previous doctor and that previous team
• 11:42
  Speaker 1: member in that previous setting. But it isn't always the
• 11:46
  Speaker 1: vision and the culture and what you, doctor, as of
• 11:50
  Speaker 1: your new practice, what you're building when you're looking at
• 11:54
  Speaker 1: what do I want out of my practice. And so
• 11:57
  Speaker 1: we have to find this really nice balance where we
• 12:00
  Speaker 1: respect where the team member is coming from. And we
• 12:03
  Speaker 1: love the fact that they have got the knowledge that
• 12:06
  Speaker 1: they have. But we also have to have an understanding
• 12:09
  Speaker 1: that they don't insert themselves into the culture or the
• 12:15
  Speaker 1: direction of the way the practice is growing anymore. And
• 12:18
  Speaker 1: in turn, the doctor ends up taking the back seat,
• 12:22
  Speaker 1: which can become a very contentious situation over time. Another
• 12:28
  Speaker 1: thing that I think we also have to think about is,
• 12:31
  Speaker 1: especially when we're going through a interview process, is, you know, again,
• 12:37
  Speaker 1: I think it's so easy to take the path of
• 12:39
  Speaker 1: least resistance. They have experience, and so therefore, I just
• 12:43
  Speaker 1: know they're going to be good for my practice, right?
• 12:45
  Speaker 1: But the hard thing that we have to look at
• 12:47
  Speaker 1: when we're going through our interview process and we have
• 12:51
  Speaker 1: to be able to really figure out is, although this
• 12:55
  Speaker 1: person may have great experience and they may be really
• 12:59
  Speaker 1: good at an established practice, are they going to be
• 13:03
  Speaker 1: adaptable for what we're looking for in our startup practice?
• 13:09
  Speaker 1: And again, that can be a really tough thing. And
• 13:11
  Speaker 1: so I think we have to come up with questions
• 13:14
  Speaker 1: for our interview process, helping us determine, are they kind
• 13:19
  Speaker 1: of set in their ways? Do they believe that there's
• 13:22
  Speaker 1: one way to do it? Maybe they're coming from a
• 13:24
  Speaker 1: doctor that had a very specific way of doing something
• 13:28
  Speaker 1: in a practice. And I'm going to talk about this
• 13:30
  Speaker 1: from a TC standpoint, potentially. Maybe they've worked for years
• 13:34
  Speaker 1: and years as a treatment coordinator in a very established
• 13:38
  Speaker 1: practice for maybe only one doctor or two doctors in
• 13:41
  Speaker 1: their whole career. And those doctors had very specific ways
• 13:45
  Speaker 1: that they like to treat. And now they're coming into
• 13:47
  Speaker 1: your practice with maybe 15 years, 8 years, 10 years
• 13:52
  Speaker 1: of ingrained way of thinking about what they're bought into
• 13:55
  Speaker 1: that previous doctor's treatment philosophies. And you... Now have a
• 14:00
  Speaker 1: new philosophy and they can't necessarily get on board with
• 14:04
  Speaker 1: that new philosophy. How do we determine are they going
• 14:08
  Speaker 1: to be able to get on board with your way
• 14:12
  Speaker 1: of treating and the way you want to move patients
• 14:15
  Speaker 1: through treatment? Because if we can't get them on board
• 14:18
  Speaker 1: with that, if they can't see the importance of why
• 14:22
  Speaker 1: we have to have financial boundaries in our TC room
• 14:25
  Speaker 1: or why maybe we're going to look at offering different
• 14:29
  Speaker 1: financial modalities in order to get people to say yes
• 14:32
  Speaker 1: to treatment or this, that, or the other, what can
• 14:36
  Speaker 1: happen is they can actually stunt the growth of what
• 14:40
  Speaker 1: is happening in our startup practice. So again, we have
• 14:44
  Speaker 1: to really put a lot of thought into this and
• 14:47
  Speaker 1: make sure that we are not just saying yes to
• 14:52
  Speaker 1: moving forward with an employee because they have experience, but
• 14:55
  Speaker 1: really assessing who's going to be best for the long-term
• 14:59
  Speaker 1: vision and growth of the practice. All right. So another
• 15:04
  Speaker 1: question that I get asked a lot that comes up
• 15:07
  Speaker 1: a lot when we're going through our hiring process with
• 15:10
  Speaker 1: doctors or talking through this with team members is what
• 15:16
  Speaker 1: actually makes somebody a great candidate? And this is so subjective,
• 15:22
  Speaker 1: I think, in who's going to be our next team
• 15:26
  Speaker 1: member that we bring onto our island and say, okay,
• 15:29
  Speaker 1: you're going to be the next extension of SmileMaker Orthodontics
• 15:34
  Speaker 1: or whatnot. And So many times we can get hung up,
• 15:39
  Speaker 1: as I was just talking about, in certain characteristics or
• 15:44
  Speaker 1: technical experience. And I think both of those are really important,
• 15:49
  Speaker 1: but we have to evaluate each of those independently. And
• 15:55
  Speaker 1: I cannot say enough how important it is to really
• 16:01
  Speaker 1: pay attention to our candidate as a whole and not
• 16:06
  Speaker 1: just be looking at, well, they're a great assistant, so
• 16:11
  Speaker 1: therefore they will be a great employee. Or they're really
• 16:15
  Speaker 1: great with making friends at the front desk, so therefore
• 16:19
  Speaker 1: they're going to be a great team member on my team.
• 16:23
  Speaker 1: I think that really evaluating attitude. And these are things
• 16:28
  Speaker 1: that are tough because how do we get this out
• 16:30
  Speaker 1: of one interview? How do we determine that this is
• 16:34
  Speaker 1: going to be the right person? But I think these
• 16:37
  Speaker 1: are things that we have to be thinking about. So
• 16:39
  Speaker 1: what is their attitude like? How important is their communication skills?
• 16:44
  Speaker 1: What is their curiosity for learning like? How are they
• 16:49
  Speaker 1: going to be with accountability? What is their willingness to learn?
• 16:53
  Speaker 1: Like those are all soft skills, but they're soft skills
• 16:57
  Speaker 1: that are really important to our practice. If we interview somebody,
• 17:03
  Speaker 1: and I suggest a lot of times that we do
• 17:06
  Speaker 1: our interviews with a face-to-face, not even in the office,
• 17:09
  Speaker 1: but just a Zoom interview first. And if the person,
• 17:13
  Speaker 1: we're doing that interview and they're doing it from their
• 17:15
  Speaker 1: car and they're in a side ponytail and they haven't
• 17:19
  Speaker 1: put a lot of thought into their appearance and their
• 17:22
  Speaker 1: first impression, you have to kind of take a pause
• 17:26
  Speaker 1: and think, okay, if they didn't do this on what
• 17:31
  Speaker 1: should be kind of our first date, what's going to
• 17:34
  Speaker 1: happen when they come into your practice and kind of
• 17:36
  Speaker 1: the shininess and the newness of the job wears off?
• 17:40
  Speaker 1: Is this really the characteristic that we're going to see?
• 17:44
  Speaker 1: Or if you're asking somebody, giving them directions on how to,
• 17:48
  Speaker 1: maybe you are going to do an in-person interview, this
• 17:51
  Speaker 1: is where our office is and They are unable to,
• 17:55
  Speaker 1: without you giving them step-by-step details, find their way through
• 17:59
  Speaker 1: using their resources to find a way onto Google Maps
• 18:04
  Speaker 1: and map out how long it's going to take to
• 18:06
  Speaker 1: get to your office and show up on time for
• 18:09
  Speaker 1: that interview. Or you're asking them about processes that they
• 18:15
  Speaker 1: have done maybe in a previous practice or in a
• 18:18
  Speaker 1: previous job. And pushing them a little bit on how
• 18:22
  Speaker 1: easy was it for them to learn a new process
• 18:25
  Speaker 1: or just something as simple as what was the last
• 18:29
  Speaker 1: new thing that you learned? You know, if they're like,
• 18:31
  Speaker 1: I can't even tell you the last time I learned
• 18:34
  Speaker 1: something new. You might want to be paying attention to
• 18:37
  Speaker 1: that because when we're entering into especially somebody who's not
• 18:41
  Speaker 1: from our field. But even if it is somebody from
• 18:44
  Speaker 1: our field, if they are unwilling to learn or they
• 18:49
  Speaker 1: are unwilling to communicate well, if they cannot send out
• 18:53
  Speaker 1: a simple formatted text or correspond with you with punctuation
• 18:59
  Speaker 1: and capitalization, I think that has something to say about
• 19:04
  Speaker 1: their personality and about their person. And this is going
• 19:08
  Speaker 1: to be potentially the face of your practice or the
• 19:10
  Speaker 1: person that's doing the sales in your practice or the
• 19:13
  Speaker 1: person that you're trusting to have a very serious conversation
• 19:17
  Speaker 1: about treatment with the patient. We have to know that
• 19:20
  Speaker 1: all of these pieces, attitude, communication, curiosity, accountability, and willingness
• 19:26
  Speaker 1: are all part of what makes up their personality in
• 19:29
  Speaker 1: order to be a good fit for our practice. Another
• 19:33
  Speaker 1: thing that I think is really important, and you might
• 19:36
  Speaker 1: have heard me over the years in a lecture or
• 19:39
  Speaker 1: whatnot talk about this, is I really believe we have
• 19:43
  Speaker 1: to be really smart with the questions that we're asking
• 19:47
  Speaker 1: in our interview. We need to curate our questions to
• 19:52
  Speaker 1: the position that we're hiring for. We need to be
• 19:56
  Speaker 1: thinking about those ahead of time. We should not be
• 19:58
  Speaker 1: asking the same questions that we're asking a clinical assistant
• 20:01
  Speaker 1: for a front office assistant to our TC. Each of
• 20:05
  Speaker 1: those roles are very core roles in an orthodontic practice.
• 20:10
  Speaker 1: And if it's a startup or if it's an acquisition
• 20:13
  Speaker 1: where we're hiring or an established, we really need to
• 20:16
  Speaker 1: be thinking about what are the interview questions? What is
• 20:20
  Speaker 1: it that I need to know from this team member
• 20:23
  Speaker 1: to see that they're going to fit into the position
• 20:26
  Speaker 1: that I am actually hiring for? I'm giving you all
• 20:31
  Speaker 1: these things to think about, but I think you also
• 20:33
  Speaker 1: just need to be really aware of red flags and
• 20:37
  Speaker 1: recognize a red flag when it's in front of you.
• 20:40
  Speaker 1: I think Most of the time, all of us want
• 20:44
  Speaker 1: to see the best in somebody. I really believe that
• 20:48
  Speaker 1: we think, oh, I'm going to try and see the best.
• 20:51
  Speaker 1: I want to see the potential in this person. I
• 20:54
  Speaker 1: want to hope that they're the right person. But a
• 20:57
  Speaker 1: lot of times the red flags are right there in
• 21:01
  Speaker 1: front of us and we just choose to overlook them.
• 21:05
  Speaker 1: Because we're excited about the candidate. We're excited that finally
• 21:10
  Speaker 1: somebody with experience applied to my ad. But yet maybe
• 21:14
  Speaker 1: we just want to overlook the fact that they've had
• 21:18
  Speaker 1: five different jobs in five different months. Or that when
• 21:23
  Speaker 1: they showed up to their interview, they wouldn't turn their
• 21:25
  Speaker 1: camera on, even though we told them that they needed
• 21:28
  Speaker 1: to have their camera on. Or that when they responded
• 21:32
  Speaker 1: to me in text and in email, there were a
• 21:35
  Speaker 1: lot of spelling errors and it didn't really look like
• 21:38
  Speaker 1: they were paying attention to the questions that I had
• 21:42
  Speaker 1: asked them. Again, so many times I see this where doctors,
• 21:47
  Speaker 1: the red flags are there, the warning signs are there,
• 21:50
  Speaker 1: and they're like, yeah, but I think that I'm just
• 21:52
  Speaker 1: going to go ahead and hire them and see if
• 21:56
  Speaker 1: they can do better and see if it really gets better.
• 21:59
  Speaker 1: And here's what I want to tell you guys is...
• 22:02
  Speaker 1: It doesn't usually get better. Usually those first things that
• 22:06
  Speaker 1: we're seeing are the same things we're gonna see in
• 22:09
  Speaker 1: a month, the same things we're gonna see in two months,
• 22:11
  Speaker 1: the same things we're gonna see in three months. And
• 22:14
  Speaker 1: we just have to understand that sometimes We can't change
• 22:17
  Speaker 1: a personality or a personality trait. And depending upon the
• 22:22
  Speaker 1: role that we're hiring for, that can make a difference
• 22:25
  Speaker 1: on a good employee or an employee that we just
• 22:29
  Speaker 1: constantly have strife and issues with from the very beginning.
• 22:32
  Speaker 1: And I just want to say this, Docs, I want
• 22:34
  Speaker 1: you to hear me. There is never going to be
• 22:37
  Speaker 1: something that you will do harder in your career, in
• 22:40
  Speaker 1: my opinion, than to let somebody go. And I spend
• 22:43
  Speaker 1: a lot of time coaching and counseling doctors through terminating
• 22:48
  Speaker 1: an employee. And half the time we would have never
• 22:51
  Speaker 1: got there had we not made the decision to hire
• 22:55
  Speaker 1: the wrong person in the beginning. And, you know, many
• 22:58
  Speaker 1: times we knew it was the wrong hire. The doctor
• 23:02
  Speaker 1: knew they weren't, you know, probably not, but I'm going
• 23:05
  Speaker 1: to take a chance and it never works out well.
• 23:08
  Speaker 1: So trust your gut, watch for those red flags and
• 23:11
  Speaker 1: know that just because you've got warm bodies that are
• 23:15
  Speaker 1: applying for the position doesn't mean that they are the
• 23:19
  Speaker 1: right employees for the position. And it's better to hold
• 23:22
  Speaker 1: out and hire slow and hire the right person. than
• 23:26
  Speaker 1: to have to get in a position where it doesn't
• 23:29
  Speaker 1: work out and then it's uncomfortable for everybody. And now
• 23:33
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• 23:39
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• 23:44
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• 24:00
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• 24:03
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• 24:11
  Speaker 1: that is go.solventum.com forward slash clarity to learn more. All right.
• 24:24
  Speaker 1: Now I want to talk about once we've hired somebody.
• 24:27
  Speaker 1: And I think gone are the days where we have
• 24:31
  Speaker 1: this probationary period and then we reevaluate and we give
• 24:35
  Speaker 1: raises and this, that or the other. I think that
• 24:39
  Speaker 1: what we need to do once we hire an employee
• 24:41
  Speaker 1: is we really need to be looking at their first
• 24:45
  Speaker 1: 90 days instead is, are they a good fit for us?
• 24:50
  Speaker 1: And are we a good fit for them? And docs,
• 24:54
  Speaker 1: I want you to hear me on this, that this
• 24:57
  Speaker 1: is not personal advice. When we make these decisions, even
• 25:02
  Speaker 1: though it feels very personal, it is a business decision.
• 25:06
  Speaker 1: Even the best of us that hire make decisions. Choices
• 25:11
  Speaker 1: that once we get an employee in, we determine that
• 25:14
  Speaker 1: they are just not the right fit for our practice
• 25:17
  Speaker 1: from a culture standpoint, from a personality standpoint. I mean,
• 25:21
  Speaker 1: sometimes we just don't know until we get in there
• 25:24
  Speaker 1: and work with them. So I do think that the
• 25:27
  Speaker 1: idea of a 90-day probationary period makes sense from a
• 25:33
  Speaker 1: we're looking to see if we're a good fit for
• 25:36
  Speaker 1: each other perspective. But I think that we have to
• 25:39
  Speaker 1: look at that also from a training standpoint. I will
• 25:44
  Speaker 1: tell you that in most cases, it takes a good
• 25:48
  Speaker 1: 90 days, especially if somebody's coming in without a lot
• 25:52
  Speaker 1: of experience in the position that they're hiring into or
• 25:56
  Speaker 1: any experience in our industry to really even start to
• 26:00
  Speaker 1: understand the position that they're in and what is expected
• 26:04
  Speaker 1: of them. And so I think that, Docs, what we
• 26:07
  Speaker 1: have to do when we are looking at hiring for
• 26:10
  Speaker 1: this position is make sure that you've got really good
• 26:15
  Speaker 1: expectations and a training program in place for helping our
• 26:21
  Speaker 1: new employees see what they need to learn and then
• 26:25
  Speaker 1: what they're accountable for. That can lead to really good
• 26:29
  Speaker 1: moves in hiring somebody or can lead to where a
• 26:34
  Speaker 1: position just doesn't work out well. And it tends to
• 26:36
  Speaker 1: be because we haven't set up good training programs or
• 26:40
  Speaker 1: we don't have good accountability pieces in place. And so
• 26:44
  Speaker 1: they're just kind of flailing. They're kind of getting in
• 26:47
  Speaker 1: trouble for things, but they don't know what they're doing
• 26:49
  Speaker 1: right or they don't know what they're doing wrong. The
• 26:52
  Speaker 1: other thing that I think is important is so many
• 26:54
  Speaker 1: times we leave training to new team members. Unfortunately, if
• 26:59
  Speaker 1: it's a startup doc, a lot of times docs that's
• 27:02
  Speaker 1: left on you. If you're working with a consulting group,
• 27:05
  Speaker 1: a lot of times that's left on your consulting group
• 27:08
  Speaker 1: to train them, which is fine. That's what you're paying for.
• 27:11
  Speaker 1: But you actually have to be able to train them.
• 27:14
  Speaker 1: And I see this a lot with startup docs who
• 27:18
  Speaker 1: maybe do it by themselves as they're still working associateship jobs.
• 27:22
  Speaker 1: And they're just expecting this team member to come in
• 27:25
  Speaker 1: and know what to fill their time with and know
• 27:28
  Speaker 1: how to move themselves through a training process without any
• 27:33
  Speaker 1: real guidance. So we have to really be thinking about
• 27:36
  Speaker 1: who's responsible. Where are you meeting? When are you meeting?
• 27:40
  Speaker 1: What are you... working on and working through in that
• 27:44
  Speaker 1: first quarter. Now, when I kind of break it down
• 27:47
  Speaker 1: into this 30, 60, 90 days, what does that look like?
• 27:52
  Speaker 1: I think that in our first 30 days, I'm looking
• 27:55
  Speaker 1: for some of the basic things. Are they eager to learn?
• 28:00
  Speaker 1: Are they showing up to work on time? Are they asking,
• 28:04
  Speaker 1: I don't know what to do here? Or are they
• 28:07
  Speaker 1: waiting for me to tell them what to do? I'm
• 28:10
  Speaker 1: really kind of looking at more of a personality connection
• 28:16
  Speaker 1: and what is their eagerness to move forward in the position.
• 28:22
  Speaker 1: Within 60 days, I'm looking at, okay, they have had
• 28:26
  Speaker 1: some training. They should be understanding basic concepts of the position.
• 28:31
  Speaker 1: And are they starting to hold themselves accountable for what
• 28:36
  Speaker 1: they're doing within this position? Are they starting to recognize
• 28:41
  Speaker 1: if they have a gap in learning and bringing it
• 28:46
  Speaker 1: forward to whoever their trainer or their doctor is? And
• 28:49
  Speaker 1: then by 90 days, I feel like even though the
• 28:53
  Speaker 1: employee may not understand the position like somebody who's been
• 28:57
  Speaker 1: doing it for five years, they should be able to
• 29:00
  Speaker 1: kind of lift their eyes up a little bit and
• 29:02
  Speaker 1: kind of understand the why behind what they are doing
• 29:06
  Speaker 1: within that position. And again, if we're in 60 days
• 29:10
  Speaker 1: or 90 days and We feel like the employee has
• 29:15
  Speaker 1: not moved past and is not understanding the why. They're
• 29:19
  Speaker 1: still struggling with the basics. I can't get my computer
• 29:22
  Speaker 1: system open. I'm struggling with just some very fundamental things.
• 29:27
  Speaker 1: 90 days in, we may be looking at maybe they're
• 29:31
  Speaker 1: not the right fit for the practice. And we have
• 29:34
  Speaker 1: to determine, is it a personality? Is it a lack
• 29:37
  Speaker 1: of understanding? Is the position more technical for them than
• 29:43
  Speaker 1: they're able to handle? And then we really need to
• 29:46
  Speaker 1: be making decisions on, is this the right fit for
• 29:49
  Speaker 1: me as the employer? Is this the right fit for
• 29:51
  Speaker 1: them as the employee? And are they going to make
• 29:54
  Speaker 1: it past 90 days? Or do we need to say,
• 29:58
  Speaker 1: we tried, we did our part, and maybe this isn't
• 30:01
  Speaker 1: the best fit moving forward? Because again, If we move
• 30:05
  Speaker 1: people past that 90 days and we're expecting a change
• 30:09
  Speaker 1: that is just not part of their person, it's only
• 30:13
  Speaker 1: going to be harder month after month after month as
• 30:16
  Speaker 1: we're moving along there. So I hope that kind of
• 30:19
  Speaker 1: helps you understand a little bit there on obstacles a
• 30:23
  Speaker 1: little bit when we're training team members and what we
• 30:25
  Speaker 1: need to be looking at in that 30, 60, 90 days.
• 30:30
  Speaker 1: All right, guys. So the next question I get a
• 30:33
  Speaker 1: lot when we're kind of in this hiring phase here
• 30:36
  Speaker 1: is how do I determine the right pay for a position?
• 30:41
  Speaker 1: This is definitely a tough one. And I come at
• 30:44
  Speaker 1: this a little bit differently when I'm working with startups
• 30:47
  Speaker 1: and when I'm working with acquisitions and when I'm working
• 30:49
  Speaker 1: with established practices. So I'm going to very quickly go
• 30:53
  Speaker 1: through each of the areas, but I'm not going to
• 30:56
  Speaker 1: get real deep on any of these. Again, I'm going
• 30:59
  Speaker 1: to start with the startup. So usually when we're looking
• 31:02
  Speaker 1: at hiring for a startup, again, we are normally or
• 31:06
  Speaker 1: usually hiring one employee that is going to kind of
• 31:10
  Speaker 1: be our utility player that's going to handle a lot
• 31:12
  Speaker 1: of roles, but they're not trained deep into any of
• 31:15
  Speaker 1: those roles. And many times we're hiring an employee that
• 31:19
  Speaker 1: may not or have very limited orthodontic experience. And so
• 31:25
  Speaker 1: a lot of times we're kind of hiring at that
• 31:29
  Speaker 1: entry level of pay. And what we have to do
• 31:34
  Speaker 1: in an orthodontic practice is, especially in a startup, is
• 31:37
  Speaker 1: kind of manage this component of expenses to income. And
• 31:42
  Speaker 1: when we're a startup, we've got a lot of expenses
• 31:44
  Speaker 1: and no income. And we have to have an employee though.
• 31:48
  Speaker 1: And that, how do we manage having an employee, but
• 31:51
  Speaker 1: not spending all of our money on an employee? And
• 31:56
  Speaker 1: Many times when we're looking at kind of an entry
• 31:58
  Speaker 1: level position for somebody who has not been in our
• 32:01
  Speaker 1: industry before, kind of my rule of thumb is to
• 32:04
  Speaker 1: look at your area and what is kind of the
• 32:07
  Speaker 1: high end of a Starbucks or a McDonald's or a
• 32:10
  Speaker 1: Walmart paying. So let's say Walmart is advertising hiring team
• 32:16
  Speaker 1: members in at $ 20 an hour. Well, if we're looking
• 32:19
  Speaker 1: at our orthodontic practices, we're hoping to get a team
• 32:23
  Speaker 1: member that wants... My goal is always somebody that's looking
• 32:26
  Speaker 1: to get into a career, not just a job. And
• 32:30
  Speaker 1: so what can we do to incentivize them to look
• 32:34
  Speaker 1: at our industry as a career? And so my rule
• 32:36
  Speaker 1: of thumb is we may be... And this is a
• 32:39
  Speaker 1: very generic number. So don't anybody write this down and say,
• 32:41
  Speaker 1: Jill said I have to pay X amount of dollars
• 32:44
  Speaker 1: per hour. But I kind of say, look at what
• 32:46
  Speaker 1: that average is. And we're probably anywhere between $ 2 and
• 32:51
  Speaker 1: $ 3 above that for our entry level. So let's just
• 32:55
  Speaker 1: say Walmart is out there saying, or Starbucks is out
• 32:57
  Speaker 1: there saying, we're hiring full-time employees at $ 20 an hour.
• 33:02
  Speaker 1: We're probably going to be hiring full-time employees in our offices,
• 33:06
  Speaker 1: maybe starting at around $ 23 an hour. Now, again, don't
• 33:10
  Speaker 1: blow up my emails about this. And Jill, that's way
• 33:13
  Speaker 1: high for my market. I know every area is different
• 33:16
  Speaker 1: in the country. But I think it's important that you
• 33:18
  Speaker 1: understand that the caliber of employee that we're looking for,
• 33:23
  Speaker 1: even if they don't have experience in our industry, is
• 33:28
  Speaker 1: somebody that is looking for more than just a job.
• 33:31
  Speaker 1: Because if we're hiring somebody that's just looking for a job,
• 33:36
  Speaker 1: we're going to have somebody that's going to stay in
• 33:39
  Speaker 1: that position for about as long as until they find
• 33:42
  Speaker 1: the next job that pays a little bit more. So
• 33:46
  Speaker 1: we want to be thinking about this, that we are
• 33:48
  Speaker 1: training somebody into a position that we're hoping they're going
• 33:53
  Speaker 1: to grow into this and then their pay will grow
• 33:56
  Speaker 1: with them. When we're looking at acquisitions, I have a
• 33:59
  Speaker 1: lot of docs that are taking over practices. Probably one
• 34:03
  Speaker 1: of the hardest things that we do when we're looking
• 34:05
  Speaker 1: at hiring for acquisitions is trying to determine what are
• 34:09
  Speaker 1: the roles that we have in the practice? What has
• 34:13
  Speaker 1: the team members in the past that are staying on?
• 34:16
  Speaker 1: What are they making? Are there any adjustments that we
• 34:19
  Speaker 1: have to be doing there? And then what can the
• 34:22
  Speaker 1: practice actually afford to pay when you're looking at taking
• 34:26
  Speaker 1: that over? Because we have the same issue as a startup.
• 34:30
  Speaker 1: You may have income coming in from that acquisition, but
• 34:34
  Speaker 1: you've got a whole new set of expenses that maybe
• 34:36
  Speaker 1: the senior doc didn't have. And we really have to
• 34:39
  Speaker 1: manage that overhead component of it. Now, when we're looking
• 34:43
  Speaker 1: at established practices, you've already heard probably my podcast maybe
• 34:48
  Speaker 1: earlier where I was talking about hiring for a career
• 34:51
  Speaker 1: and levels of pay. I'm going to say the exact
• 34:54
  Speaker 1: same thing I said in that earlier podcast is it
• 34:58
  Speaker 1: is very important that when we're setting up an established practice,
• 35:02
  Speaker 1: we're bringing people in, and plugging them into kind of
• 35:05
  Speaker 1: a level of experience where they understand where they're at
• 35:10
  Speaker 1: and with more experience where they can go and where
• 35:14
  Speaker 1: they can grow with the pay. One of the things
• 35:16
  Speaker 1: that I think is so important that all of us,
• 35:19
  Speaker 1: no matter for a startup, an acquisition, or an established,
• 35:23
  Speaker 1: that we have to get away from is giving pay
• 35:27
  Speaker 1: raises based on longevity of employment. If their skill set,
• 35:33
  Speaker 1: an employee's skill set is not growing, I have a
• 35:37
  Speaker 1: real hard time saying it's a new year, so therefore
• 35:40
  Speaker 1: you get a raise. Now, there may be times where
• 35:42
  Speaker 1: we need to adjust for the economy. We need to
• 35:45
  Speaker 1: adjust for things like that. But it should be looking
• 35:48
  Speaker 1: at all positions in the practice and not saying, hey,
• 35:52
  Speaker 1: just because a team member has worked with me for
• 35:54
  Speaker 1: 20 years and I gave them a dollar raise every year,
• 35:58
  Speaker 1: that's just what happens. I really believe that people will...
• 36:03
  Speaker 1: grow to the level at which they want to work at.
• 36:08
  Speaker 1: And not everybody wants to be a top producer in
• 36:11
  Speaker 1: your practice. Not everybody wants to be a level three
• 36:14
  Speaker 1: assistant or a trainer in your office. And that's okay.
• 36:18
  Speaker 1: But I also think we shouldn't have to just go
• 36:21
  Speaker 1: year after year giving raises there based on years of
• 36:24
  Speaker 1: employment versus experience and new knowledge. Another thing that I
• 36:31
  Speaker 1: think that we really need to be thinking about is
• 36:35
  Speaker 1: staying competitive. And I think this is a big one
• 36:38
  Speaker 1: for my startups, especially, or my doctors that have said, hey, Jill,
• 36:43
  Speaker 1: I'm going to train somebody and I'm pouring in all
• 36:46
  Speaker 1: this training. So they should just be really grateful that
• 36:49
  Speaker 1: I trained them. And what I hear over and over
• 36:51
  Speaker 1: again is, doggone it, Jill, I train all these team
• 36:55
  Speaker 1: members up and they're really well trained. And then they
• 36:58
  Speaker 1: go and leave me and work for a competitor. happening.
• 37:02
  Speaker 1: We need to take a little bit of time and
• 37:04
  Speaker 1: assess that just because you train them doesn't mean you
• 37:08
  Speaker 1: get to pay them less. If they have the skill set,
• 37:12
  Speaker 1: and this kind of goes back to levels of pay,
• 37:14
  Speaker 1: if they've got the skill set to to make more
• 37:17
  Speaker 1: money somewhere else and if they're a good employee for
• 37:20
  Speaker 1: you it's not about how long they've been working for
• 37:24
  Speaker 1: you it's about how experienced are they if they are
• 37:28
  Speaker 1: somebody who jumped in and learned it and just naturally
• 37:32
  Speaker 1: understood the training that you're giving them What's going to
• 37:36
  Speaker 1: cost you more to lose them to your competitor down
• 37:39
  Speaker 1: the street or to pay them what they're worth to
• 37:42
  Speaker 1: keep them in your practice? So we really have to
• 37:45
  Speaker 1: be thinking about that because I think that's a trap
• 37:48
  Speaker 1: that all doctors get into a little bit, especially when
• 37:51
  Speaker 1: they're training somebody. Well, they haven't worked with me long
• 37:54
  Speaker 1: enough to make that amount of money in my practice. Well,
• 37:58
  Speaker 1: if they can go down the street and get it,
• 38:00
  Speaker 1: we really have to be thinking about that. All right, guys.
• 38:04
  Speaker 1: So as we wrap this up on my thoughts on
• 38:07
  Speaker 1: hiring and bringing new team members into your practice. And again,
• 38:12
  Speaker 1: as you can imagine, there's so much more that we
• 38:14
  Speaker 1: could unpack with all of this. And I'm just kind
• 38:16
  Speaker 1: of giving you my today's thoughts on the questions that
• 38:20
  Speaker 1: have been posed and that I tend to go through
• 38:22
  Speaker 1: a lot. But I want to finish up with Just
• 38:25
  Speaker 1: setting really good expectations from the beginning with a new hire.
• 38:31
  Speaker 1: And I'm going to just circle back around. I kind
• 38:33
  Speaker 1: of touched on it earlier, but I really believe, especially
• 38:38
  Speaker 1: for established and acquisition practices, that it is very important
• 38:45
  Speaker 1: that before you get out there and start hiring for
• 38:49
  Speaker 1: a new position, that you have really established what you
• 38:53
  Speaker 1: need from the role that you're hiring for. What are
• 38:57
  Speaker 1: the responsibilities? What are the performance expectations? And what are
• 39:02
  Speaker 1: the opportunities for advancement? Because again, when we're selling a
• 39:07
  Speaker 1: team member on joining our team, joining our practice, joining
• 39:11
  Speaker 1: our culture, what I hope that you are also selling
• 39:15
  Speaker 1: them on is the opportunity to build a career in
• 39:19
  Speaker 1: our orthodontic practices versus this is an opportunity to take
• 39:24
  Speaker 1: a job that meets your minimum dollar amount that you're
• 39:27
  Speaker 1: looking for until you find another job. job that suits
• 39:31
  Speaker 1: what you're looking for better. I really want us to
• 39:34
  Speaker 1: get out of that mentality that we're hiring to fill
• 39:38
  Speaker 1: the position. That's such a costly mindset and it just
• 39:43
  Speaker 1: doesn't create good long-term culture in our practices. I think, again,
• 39:49
  Speaker 1: I just want to bring this up. I think you
• 39:51
  Speaker 1: should be very smart and diligent about what you're looking for.
• 39:57
  Speaker 1: What does success look like at the 30-day mark, at
• 40:00
  Speaker 1: the 60-day mark, and at the 90-day mark? Now, again,
• 40:04
  Speaker 1: I know a lot of you are startups and listening
• 40:06
  Speaker 1: to me say this, and you're like, Jill, I would
• 40:07
  Speaker 1: have no idea what this looks like. I mean, I've
• 40:09
  Speaker 1: just worked as an associate or I've just been in school.
• 40:12
  Speaker 1: I haven't actually been in this hiring role or training
• 40:15
  Speaker 1: role yet. Well, again, that's what we're here for. If
• 40:17
  Speaker 1: you're working with me and my team, we're going to
• 40:18
  Speaker 1: be helping with that. But if you're not, this is
• 40:22
  Speaker 1: doing the hard work as a business owner. You really
• 40:25
  Speaker 1: need to think about what are the expectations that I
• 40:29
  Speaker 1: am looking for out of this role? Because don't expect
• 40:31
  Speaker 1: a new hire to come to you and set the expectations.
• 40:35
  Speaker 1: They're going to probably be very different, their expectations, And
• 40:39
  Speaker 1: what they're looking to set them what you are. So
• 40:41
  Speaker 1: think about that. Be ready for that. What are you
• 40:44
  Speaker 1: going to do? When are you going to meet with them?
• 40:46
  Speaker 1: What are your benchmarks for success? How are you critiquing?
• 40:51
  Speaker 1: How are you building them up? Think about all those things.
• 40:54
  Speaker 1: And then how frequently should you be checking in? Is
• 40:57
  Speaker 1: it a once a week check-in? Is it in every
• 41:00
  Speaker 1: other week? What we don't want to do is micromanage,
• 41:03
  Speaker 1: but we also want to make sure that they aren't
• 41:06
  Speaker 1: just left to their own demise or we've left them
• 41:10
  Speaker 1: to do whatever, not critiqued at all. And then at
• 41:13
  Speaker 1: the 90-day mark, we're like, and here's our list of
• 41:16
  Speaker 1: all of the things that we think you're doing wrong.
• 41:19
  Speaker 1: And the employee is like, well, you could have said
• 41:22
  Speaker 1: that 60 days ago. You could have said that 30
• 41:24
  Speaker 1: days ago. It is your responsibility as the doctor, as
• 41:30
  Speaker 1: the practice manager, especially in an acquisition or a established
• 41:35
  Speaker 1: practice to really pay attention to those things and setting
• 41:39
  Speaker 1: that up correctly. And then just remember that it is
• 41:43
  Speaker 1: better to address things early than instead of waiting until
• 41:48
  Speaker 1: it becomes a bigger issue. If there is a personality
• 41:52
  Speaker 1: conflict in the first 90 days, there's going to be
• 41:55
  Speaker 1: a personality conflict thereafter. If you can just tell that
• 42:00
  Speaker 1: somebody doesn't have the energy that you're looking for for
• 42:04
  Speaker 1: the position that you're looking for, or they just aren't
• 42:08
  Speaker 1: fitting your vision of culture, It is okay. This is
• 42:12
  Speaker 1: not personal. It's a business decision. It's okay to send
• 42:16
  Speaker 1: them away with love and let them find their forever
• 42:19
  Speaker 1: home with another company. I think it's so hard for
• 42:23
  Speaker 1: us already to put together a practice that really... encompasses
• 42:29
  Speaker 1: what we're looking to do as business owners. And not
• 42:32
  Speaker 1: everybody's values are going to align. And speaking of that,
• 42:36
  Speaker 1: if your team members don't know what your practice values are,
• 42:40
  Speaker 1: and they're following their own set of values, and they
• 42:42
  Speaker 1: aren't aligning with your practice's set of values, you're going
• 42:45
  Speaker 1: to continue to have conflict there. And now a word
• 42:49
  Speaker 1: from the sponsors who make this podcast possible. Hey docs,
• 42:56
  Speaker 1: let's talk about SmileSuite because it's not just another scheduling system.
• 43:01
  Speaker 1: It's a game changer in the world of new patient management.
• 43:04
  Speaker 1: And as a proud SmileSuite partner, I've witnessed the incredible
• 43:08
  Speaker 1: impact it has on practices of all sizes. SmileSuite means
• 43:12
  Speaker 1: your new patient calls and web leads are expertly handled
• 43:15
  Speaker 1: seven days a week, even during nights and weekends. And
• 43:19
  Speaker 1: they offer top-notch customizable presentation software and seamless post-consultation follow-up.
• 43:25
  Speaker 1: It's like having a secret weapon for your practice's success. Curious?
• 43:29
  Speaker 1: Dive into the revolution at GetSmileSuite.com. And don't forget to
• 43:34
  Speaker 1: mention HeyDocs to unlock some extra goodies. Elevate your practice
• 43:39
  Speaker 1: with SmileSuite because every smile deserves a suite of excellence.
• 43:46
  Speaker 1: So as we close this up, I really want you
• 43:49
  Speaker 1: guys thinking about the goal of hiring shouldn't be to
• 43:53
  Speaker 1: find someone who requires the least amount of training. It
• 43:57
  Speaker 1: really should be making sure that we're finding someone who
• 43:59
  Speaker 1: has potential to become the right person for your practice.
• 44:04
  Speaker 1: We've identified a lot of different ways and what that
• 44:06
  Speaker 1: looks like. And keep in mind that sometimes the best
• 44:11
  Speaker 1: person isn't always the one with all of the experience.
• 44:15
  Speaker 1: Sometimes it's a great person that's never stepped in to
• 44:19
  Speaker 1: our orthodontic practices. But either way, no matter if we're
• 44:23
  Speaker 1: hiring with experience or hiring without. You as a doctor
• 44:28
  Speaker 1: need to have a clear training process. You need to
• 44:30
  Speaker 1: have defined expectations. You need to understand what your compensation
• 44:35
  Speaker 1: structure is like. Are we showing team members that there
• 44:38
  Speaker 1: is a path to a career when they're hiring on
• 44:42
  Speaker 1: for us? And we need to know that that 90
• 44:46
  Speaker 1: days when we're hiring somebody on is for us to
• 44:49
  Speaker 1: make sure that they're the person that that we want
• 44:52
  Speaker 1: on our team for the long haul and that they
• 44:54
  Speaker 1: want to be on our team for the long haul.
• 44:57
  Speaker 1: So again, thanks so much guys for joining me on
• 45:00
  Speaker 1: this Just Chill episode and I will see you next
• 45:03
  Speaker 1: time on Hey Docs. Are you ready to start a
• 45:07
  Speaker 1: practice of your own? Need a new fresh set of
• 45:10
  Speaker 1: eyes or some advice on your existing practice? If so,
• 45:13
  Speaker 1: reach out to me, Jill Allen, at www.practiceresults.com. If you
• 45:20
  Speaker 1: like what we're doing here on Hey Docs and want
• 45:22
  Speaker 1: to hear more of this awesome content, be sure and
• 45:24
  Speaker 1: give us a five-star rating on your preferred listening platform
• 45:28
  Speaker 1: and subscribe to our show so you never miss an episode. Remember,
• 45:33
  Speaker 1: new episodes drop every Thursday. See you next week.