I'm an office manager for a practice with 26 doctors and team members. Because the owner hires personal friends, I can't effectively discipline team members who don't meet expectations. One problem employee has known the owner for more than 20 years. She's not a team player and her poor performance frustrates others. What can I do?
As various associations adopt guidelines or standards of care for the practice of veterinary medicine, a concern exists that they will be interpreted as current standards of practice by state regulatory boards and the attorneys general who represent them before they have been accepted by the masses.
A longtime staff member who's in her late 50s is having trouble learning our new computerized billing system. We don't want to fire her, but we need to replace her with someone who can handle our new technology. If we asked her to retire, would we risk an age-discrimination suit?
I have an employee who regularly stays for overtime that I haven't authorized. My attorney says I have to pay her for the time, even though I didn't schedule it. What can I do to keep team members from working unapproved overtime?
Let's solve your morale problem by just firing all the unhappy people. Think that sounds rash? The truth is you have nothing to gain from keeping them around. You can't change them. Yes, you can require certain behaviors, such as being on time, doing their jobs, or developing proficient skills or knowledge. But a lot of people simply have a rotten, negative attitude, and there isn't much you or anyone else can do to change that.
Several years ago I attended a seminar entitled "Employee Discipline and Performance Mistakes." Afterwards, I wrote up a simple, step-by-step plan for dealing with common employee discipline problems, like tardiness, not following the dress code or standards of conduct, failing to compete tasks or checklists.