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Human Resource News

“People don't leave companies they leave bosses,” according to Beverly Kaye, president of Career Systems International in Los Angeles. - Many companies are training managers in the art of retention and holding them accountable when employees leave.

- People are changing jobs in record numbers, a fact that is fueling the highest turnover rate in 20 years.

- A study of 1,000 full-time workers commissioned by the online recruitment firm Headhunter.net found that 78 percent would take a new position if the right opportunity came along, and 48 percent of those who are employed are looking for new jobs.

- Excessive staff losses, however, inevitably prove disruptive and costly. Employees are expensive to replace and customer service and company performance are hit by the unexpected staff changes.

- The biggest reason people leave a company is due to BAD BOSSES. Poor supervisory behavior is the main reason people quit.

- The length of an employees stay is determined largely by his/her relationship with their manager.

- What pushes employees over the edge is that bosses are completely oblivious to the problems their people are having.

- Customized responsibilities

- Long-term learning opportunities, constant opportunity to learn.

- Plenty of informal feedback.

- One on one training or mentoring with a senior manager.

- Keep them well informed about the business. Review goals, long-term objectives, monthly numbers and areas of opportunity.

- Quickly bolster prized recruits before they go looking for this nurturing elsewhere.

Recently, when potential new hires were asked what they wanted from their new employer, the number one answer was COMMUNICATION and feedback. Appreciation for a job well done ran a close second. These things are easier to deliver than stock options, retirement and increased pay. The best news of all is that you can deliver these benefits to your team right away.

Managing Uncertainty in an Economic Downturn

Management must lead by example and take the proper steps to encourage a positive attitude among staff. Leaders rally the troops during times of uncertainty by clearly communicating goals and objectives, encouraging openness and honesty, and keeping an optimistic and positive view of the future.

A slow-growth economy can mean shifts in your business trends. Competition for customers will increase. Consumers who are more selective about how they will spend their money will be looking for the businesses that treat them well and take time to build a relationship. Businesses that want to shield against changes in the economy must provide outstanding service all of the time. Invest your time in training your team and refining the patient’s experience with the practice. Would you treat your best friend the way you have treated your patients? How many of your patients would remain your patients if it were based on service alone? What have you done lately to add value to your service? If you find yourself with extra spare time, take advantage of it! Use this additional time to look into the insurance plans you haven't investigated. Take a look at your P&L and other management tools. Look for the valuable information that should lead you in your decision-making.

Don't try to do it all alone. When times are stressful use that energy brainstorming with your team. Look for solutions to current customer service problems and ways to enhance the service you provide. Getting team input will generate excitement and ownership of the plan. Your eye care team puts plans in to action.

Communicate the needs of the business and keep the team informed. During voids, or gaps, of information team members create their own lines of communication. This impromptu “grapevine” is no way to receive accurate information about your business objectives. Your honesty and openness will build confidence in your plan and increase loyalty. Encourage the team to offer ideas, ask questions and remove barriers. Leaders honestly and effectively communicate the organization’s status and strategies. Your eye care team cannot help you until you give them an understanding of how the business operates. At times, team members may need to be educated about both sides of the profit formula – costs as well as sales. Eliminate excessive expenses and check your invoices and statements to ensure you are maximizing discounts and utilizing those “user-friendly” vendors. Those that don't support you and just “dump” product are not thinking about you. Those vendors that are working with you to ensure product turnover deserve space on your boards and perpetual reorders as product sells through. Does your optical have a budget? Many times the answer is no. If you can't track the cost of goods sold on a daily basis look at the number of products sold versus ordered. A simple system of only reordering what you sell and trading out styles that aren't moving is an easy way to get a handle on soaring costs.

Source: The Small Business Journal, Ivy Sea Online

Busy rural south-central Virginia practice with two locations. Opportunity to buy in or work part-time. Lots of potential in the market!

Dr. Elton H. Brown & Assocs., South Hill and Lawrenceville, VA

Call Teresa @ (804) 447-7400 or e-mail or call Rick @ 1-800-344-1780. Fax resume to (704) 896-0271.

Busy southern Virginia practice with three locations. Opportunity to buy in as you work full-time. Great community!

St. Clair Eye Care, Lynchburg and Appomattox, VA

Call Kay @ (804) 239-2800 or e-mail or call Jennifer @ 1-800-344-1780. Fax resume to (704) 896-0271.

Optometric Assistants, Administrators, and Optical Technicians

Let us help you find an exciting and rewarding position in the eye care field. No experience necessary in many cases. Our members throughout the Southeast seek enthusiastic, career-minded people to become a part of their eye care team. Training, certification and career advancement available for all skill levels. e-mail or call Rene @ 1-800-344-1780. Fax resume to (704) 896-0271.