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Letting them go will be easier on you when you see how much money they are losing you by being a bad employee.(Now, this isn’t an excuse to go fire everyone, you have to do some training at times, but the point is valid) So, how often do you gently remind your staff of the goals you’ve set? And look at their progress each week, send them an email/text/phone call/smoke signal/bat signal/twitapic or what-have-you. If you don’t, have your office manager be the bear. Consistently re-evaluate and stay on top of your numbers.(In this example, all the hygienists in question had similar experience levels and pulled from the same patient pool) Now we need to communicate with our employees what the goal is.If our ideal hygienist’s production is 5/day, then should we expect them to be there tomorrow? But you need to be realistic sometimes and there is nothing wrong with tiering that goal to be a three month process (/month increase in daily average) You can bribe them, but I wouldn’t.For example, the Hygiene Production to Total Production number is less than ideal.
(I’m assuming you got in business and took out these big dental practice loans to try and make money, right?Also interesting is that Hygienist #2 has a higher production by patient by almost a patient.The only kicker is that she isn’t seeing as many patients.Once you get to this point, you should be able to see some pretty interesting trends in your production.For instance, did you notice that Hygienist #3 is averaging a higher average daily production than the other two hygienists, but her production by patient is lower than the other two hygienists?