When I was new in practice in the early 2000s, I was head of the marketing and billing departments, the receptionist, and oh yeah, an acupuncturist, too.
The good news - my schedule was filling up! Exactly what I dreamed would happen! And then, when it felt like I was about to drift into a state of overwhelm, my schedule would slow down. Then I’d get back on that marketing train, build things back up to “busy,” have less time to market, and then, guess what? Yeah, it would slow down again.
After months of this wheel-spinning, I crunched the numbers. I maxed out at around 20 patients per week, practicing 100% solo. When things were slower, it was about half that number. Actions that grew my practice – writing emails, newsletters, and blogs; contacting inactive patients to schedule; and making new connections at marketing events – didn’t happen if I was doing all the other things. Up and down the rollercoaster I went.
My business consultant thought that it might be time to hire someone. A joke I got from them is the first time you hire, if you don’t do it right, you’ll understand why it’s called “staff.” Because you may feel like you have an infection! Get it? “Staph” / “staff.” Anyway...
The facts: I was losing out on around 10 patients per week. Let’s say I was charging $50 for a treatment. I was losing out on around $500 a week or $2,000 a month. Hiring someone (at that time) for 20 hours a week, at $13 an hour, would cost $260 a week.
After hiring someone, I doubled my practice by the next year to around 40 patients per week. I was able to help more people and make more money, even considering what I paid the new employee. I think I paid that first employee around $1,500 a month, but was able to make an additional $4,000-$6,000 a month.
With an office manager/receptionist, I didn’t have to use my time on things I didn’t like doing: collecting money (I want to be the “good guy,” not the “bad guy”), calling patients when they’re running late or not showing up, scheduling, answering phones, and billing and calling insurance companies.
10 Steps for Hiring Right
It’s good to have a system for hiring. Here’s the nuts and bolts of what works for me.
1. Who do you want to hire? An “office manager” will require, depending on where you live, around $25-$35 an hour (or more); a “receptionist” may require around $15-25. It depends on the economy where you live. Ask around.
2. What do you want them to do? Write down exactly how to do those tasks. For example, step-by-step for cleaning a treatment room after a client would include throwing away the old table paper, checking the linens for blood spots and replacing if necessary, putting away the tools in the cabinet, etc.
3. Put out an ad. I usually do a $5-a-day option on Indeed.com. It brings in tons of replies. After four or five days, I pause the ad to sort through the hundreds(!) of responses. Total cost so far is around $25.Another option is to ask local trade schools to post the job, which may be free.
4. In the ad, be honest about what the job is. Tell them the challenges of the position. I always say, “This job is for someone who is a self-starter, is interested in health, loves people, and enjoys doing eight things at once.”
5. Put a “trick” in the ad. This is to weed out people who don’t pay attention. I’ve done the numbers on this, too. Literally 90% of people don’t pay attention! My trick is this: “Along with your resume, include a cover letter stating why you want to work in a natural health care clinic.” Reject resumes that don’t have this. It makes your list of potential hires way more manageable ... 90% more manageable.
6. I also reject resumes with misspellings, bad grammar, and people who get a new job every six months.
7. For the prospects you’re still interested in, reach out to schedule an interview. I do the first one over the phone. Plan out what you’re going to ask according to what you’re looking for. I ask what their biggest professional accomplishment has been; what their values are; if they’re OK with the job description (that you’ve already written out in advance); what their customer service experience is; and why they’re looking for a new job. You’re looking for someone with thoughtful answers that align with your values. Go with your gut instincts. (You’ll get better at this with practice.)
8. Ask them to provide some professional references. Call them. If I have permission, I also call their last employer to verify they worked there. Unfortunately, some folks lie on resumes.
9. If they’re doing good so far, invite them to come to your clinic and meet you in person. See how they present themselves. Are they on time? Have them do a small “test” for you that corresponds with what they’d do during the job if they got it; for example, alphabetizing herbs on the shelf.
10. Then, if they pass all the tests, give them a try! Tell them it’s a 30-day trial. I’ve also hired people for a “trial day” to see how it goes. See how quickly they pick things up and get along with your clients.
A Few Thoughts on Firing...
Right after you hire them, it should feel like a “honeymoon” period. If patients say something about them, pay attention and ask for details. If it’s not a good fit, let them go ASAP. “Hire slow, fire fast,” as they say.
How do you fire someone? One sentence: “I’m sorry, but it’s just not working out.” If they complain and ask why, just repeat, “I’m sorry, but it’s just not working out.”
Good luck!
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