First, make good use of the management lever of employee motivation.
Stimulating the enthusiasm of employees is the core work of dental clinics, and motivation is the most effective working method to stimulate people's fighting spirit, tap people's potential and improve their execution. Generally speaking, incentives can be tangible or intangible. According to the actual situation of different dental clinics, different incentive measures can be taken in stages.
First of all, there are generally two ways to motivate business technical backbones. First of all, they have their own ideas and hope to have a better platform to display their talents. Incentive to them can take the following forms: First, it can be reflected from the position, so that they can bear more responsibilities; Second, from the salary, while ensuring the inherent income, increase the link with performance; The third is to give them a good career plan, including higher-level overseas training, and become the shareholders of the clinic.
In the second case, the newly recruited outpatient staff, if they are fresh graduates who have just entered the society and have insufficient business experience, do not need too much incentive for such technicians, but encourage them more; If they are from other clinics, the reasons why such technicians quit their jobs are generally dissatisfied with the salary of the original clinic, the owner of the clinic, and the working environment. Then they must adapt to the new environment before they can talk about development. It is not easy to have too many material incentives, but we should give them more opportunities.
From another perspective, employee motivation can be divided into two aspects: material refers to tangible benefits such as salary and training opportunities, and spirit refers to honor and respect. As long as these two aspects are done well, the stability of employees will be enhanced, which is the basis for the development of dental clinics.
Second, pay attention to the construction of training system.
Training is not the patent of large dental clinics and dental hospitals, and small dental clinics should also strengthen training. First of all, training is not just about attending classes, taking notes, or finding a teacher. For small-scale dental clinics, training is more about mutual exchange and learning. So, how to do it? Our company generally suggests the following ways: First, we should make use of the daily morning meeting for training, which can be a summary of the work of workers and managers, a solution to new problems fed back by customers, or the introduction and learning of novel technical operation methods from other dental clinics, and of course, we should encourage employees to share their experiences with you; The second is weekly interactive training, which insists on setting aside 2 hours per week. The time can be arranged in the afternoon or evening after work to share the experience of problems and solutions encountered in outpatient consultation and discuss and solve difficult problems every week. Third, excellent technicians and managers in the industry can be invited to give lectures to employees once every two months, so as to improve the theoretical level of employees first, and then strengthen the combination of theory and practice of employees, causing employees to think deeply.
Training is a catalyst for employees' growth. Only by persisting, small-scale dental clinics will grow faster. In the process of training, it is actually a process of teaching the concept of outpatient service to employees.
Thirdly, doing a good job in outpatient development planning is the basic work of outpatient service, but it is ignored by many outpatient services;
The first is the positioning of outpatient service items: the homogenization of service items determines that there is not much room for manoeuvre in the face of price competition. Therefore, it is the best way to participate in the market competition by planning and positioning the service items from the initial stage of opening the clinic, that is, your own clinic needs to have its own characteristics in the setting of treatment items and cultivate its own unique advantages.
The second is market capacity: in recent years, I have met many excellent bosses with dreams and technical and management experience, and they have done very well in this area. There are no major problems in outpatient scale, decoration grade, equipment grade and personnel, but there is no major breakthrough in business income. In fact, this is a question of market capacity. Population and consumption structure determine the market capacity of this area. Encounter such development bottleneck, you can choose to engage in chain operation in other regions.
Third, personnel planning: outpatient personnel are poorly managed and frequently change jobs. One of the important reasons is the lack of career planning management for employees, and career planning management is the core of outpatient planning. Of course, this also includes the boss's career planning. How to make a good career plan for employees? There are the following steps for reference: first, establish a promotion mechanism within the outpatient department. Only a fair and reasonable mechanism can make employees look forward; The second is the ability improvement plan, employees can only be promoted if their ability is improved, which requires supporting measures, such as training, technical operation competition, business income competition and so on. The third is the employee dividend plan, which can participate in the annual dividend of outpatient service if certain performance goals are achieved. The fourth is the long-term employee stock ownership plan, which involves many problems that need to be solved in the long-term employee stock ownership operation. I won't say much here. Interested friends can discuss it separately.
Finding problems is the premise of solving them. To break through the bottleneck of development, it is necessary to find out the problems existing in outpatient service, and the diagnosis of outpatient service management is necessary. You need to take care of your own outpatient management regularly, especially the deep-seated problems behind the surface problems, such as the management concept and values of outpatient bosses, the determination and motivation of managers to change the status quo of outpatient services. Many times these problems can't be solved by yourself, and you won't get lost when you ask for directions. Learning to use the power of the third party is a shortcut to the rapid development of outpatient service.