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Posted on 7/6/17 at 2:33 pm
Posted on 7/6/17 at 2:33 pm
(no message)
This post was edited on 8/14/17 at 12:32 pm
5
Posted on 7/6/17 at 2:43 pm to AUjim
Our model that has worked really well is giving financial incentive on sales goals but employment is based on behavior goals. For example, you need to make 50 calls a day is a behavior based goal, but closing 5 deals a day is a sales goal.
If you don't hit your behavior goal, then it's grounds for termination anyway. But if you're hitting your behavior goal and are getting crushed by everyone else in sales, then you either have a bad fit, or you as a manager should listen more closely and see if you can coach the employee. Our best couple salespeople were great behaviorally and doing all the right things, but just needed some coaching on closing. Obviously, if sales continue to lag, then you have to terminate, but from my experience, having a hard line like that can be bad for your culture.
We also don't terminate immediately, we put people on performance improvement plans for 1-2 months. At that point, the employee needs to shite or get off the pot, and at the end of the 1-2 months, employee has either quit because they can't cut it or they make it because they realize they have what it takes to succeed. Because of this structure we almost never "fire" someone.
If you don't hit your behavior goal, then it's grounds for termination anyway. But if you're hitting your behavior goal and are getting crushed by everyone else in sales, then you either have a bad fit, or you as a manager should listen more closely and see if you can coach the employee. Our best couple salespeople were great behaviorally and doing all the right things, but just needed some coaching on closing. Obviously, if sales continue to lag, then you have to terminate, but from my experience, having a hard line like that can be bad for your culture.
We also don't terminate immediately, we put people on performance improvement plans for 1-2 months. At that point, the employee needs to shite or get off the pot, and at the end of the 1-2 months, employee has either quit because they can't cut it or they make it because they realize they have what it takes to succeed. Because of this structure we almost never "fire" someone.
This post was edited on 7/6/17 at 2:44 pm
Posted on 7/6/17 at 2:43 pm to AUjim
It probably has to be in stages (warning, critical, termination) and additional training should be offered to help those members develop so they can meet their quotas.
I'd do that before hiring new people.
I'd do that before hiring new people.
Posted on 7/6/17 at 2:46 pm to AUjim
You're a healthcare guy, right? What kind of quotas?
This post was edited on 7/6/17 at 2:47 pm
Posted on 7/6/17 at 2:57 pm to AUjim
I have nothing to add and I wish you the best of luck, but I'm so glad I work for small companies where this type of stuff isn't needed. I could never deal with being monitored that closely and given all these metrics and hoops to jump through.
As long as projects wrap up on time/early, under budget, and you aren't a pain in the arse to work with, you'll still have a job.
As long as projects wrap up on time/early, under budget, and you aren't a pain in the arse to work with, you'll still have a job.
Posted on 7/6/17 at 3:09 pm to MSMHater
(no message)
This post was edited on 8/14/17 at 12:32 pm
Posted on 7/6/17 at 3:24 pm to AUjim
quote:
We have expectations set for our providers that we need them to provide x hours of services per week based on their specific job roles/areas. Not actual revenue or reimbursement based. We've got more than enough patients to go around. Basically, if someone isn't hitting their number, we feel pretty strongly that they aren't using their time efficiently.
Do you mean are they charting? signing off on notes? Reviewing labs and imaging? Documenting call encounters? Quality control analysis? Basically, all of their responsibility outside of clinical encounters?
Always a tough problem, man. Particularly if it's a small, privately owned practice. You have to have total buy-in from the partners/owners, and they have to back you without question whenever you have to employ consequences for not reaching the goals. If they don't do that, you're just pissing in the wind trying to do it yourself.
Mind if I ask what some of the negative consequences are?
This post was edited on 7/6/17 at 3:26 pm
Posted on 7/6/17 at 3:36 pm to MSMHater
(no message)
This post was edited on 7/6/17 at 3:38 pm
Posted on 7/6/17 at 3:49 pm to AUjim
quote:
We also don't terminate immediately, we put people on performance improvement plans for 1-2 months. At that point, the employee needs to shite or get off the pot, and at the end of the 1-2 months, employee has either quit because they can't cut it or they make it because they realize they have what it takes to succeed. Because of this structure we almost never "fire" someone.
It is important for your company to have a policy in place similar to this to avoid any liability issues associated with terminating an employee also.
I've seen this not take place at previous companies and it's a recipe for a crap show if the employee chooses to take action against their termination.
Posted on 7/6/17 at 3:49 pm to AUjim
Do they get their own clients/patients? Or are they fed a current stream from a central system?
Are some of the providers at the location hitting the targets, or none of them?
You have to figure out what the problem is. Is it just laziness on behalf of the employee, or is there an actual problem in the system somewhere? A scheduling issue, etc.
Are some of the providers at the location hitting the targets, or none of them?
You have to figure out what the problem is. Is it just laziness on behalf of the employee, or is there an actual problem in the system somewhere? A scheduling issue, etc.
Posted on 7/6/17 at 4:01 pm to LSUFanHouston
This post was edited on 8/14/17 at 12:33 pm
Posted on 7/6/17 at 4:14 pm to AUjim
Why aren't they meeting their requirements? Different patient population, specialty, or treatment?
Posted on 7/6/17 at 4:17 pm to AUjim
Like GYMBB mentioned, it's much more important to identify behavior based problems instead of results based. You mention the employee is not using time efficiently. This is a behavior. A results deficiency could be an effect of poor training or skill in a particular area, reflecting a managing and coaching problem. If this is the direction you're group wants to go, I suggest you go through extraneous efforts to document, coach, and warn the employee prior to termination. Not just from a litigation perspective, but from an employee morale and retention perspective.
Anytime the immediate result of a deliverable is termination, it seems more of a failure on the manager than of the employee.
Anytime the immediate result of a deliverable is termination, it seems more of a failure on the manager than of the employee.
Posted on 7/6/17 at 4:44 pm to AUjim
quote:
They are constantly fed a stream of patients from a centralized system.
The providers we are most concerned with have peers in the same position in the same location meeting their requirements.
There is too much pussy footing around in this thread already. If you have some people that meet the goals and some that don't, how easily are the people that are meeting the goals doing so? How motivated are the people meeting the goals? It helps to analyze your people doing well here also. Are they self motivated, are they being paid more, younger, older, etc?
If everyone is on the same foot, you may also have a hiring issue. Not finding enough of the right people.
So the question then is, can you coach up the people who are not meeting the goals? It could be easy to coach them, it could be they are simply never going to have the motivation and effort to hit the goals so then you need to weed them out of your system in some manner.
Have you put them into a system where they get paid the same whether they do X an hour or X+Y so they have no motivation to do Y?
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