If your manager or administrator does not have this training and experience, hire an outside consultant to work with your manager or administrator to evaluate your practice, write your job descriptions, assess your current personnel and project your current and future needs. For example, you may be paying too much for malpractice insurance, you may be able to renegotiate your office lease, or you may be paying far too much for supplies. Evaluate all practice expenses and possible alternatives to reduce your overhead costs. Personnel evaluation Annually evaluate the performance of every employee, and make sure everyone understands how the evaluation process works. Be frank and fair.
Award raises on merit.
Giving every employee the same 3.4 percent raise encourages poor performers and discourages harder-working employees. When you plan your annual budget, include your raises. Consider the amount of money your practice paid in salary raises each year for the past few years, practice growth and employee expectations. Make sure every employee knows what he or she must do to obtain the highest increase. At annual review time, citing specific incidents and indicators, explain to each individual why he or she received the increase you determined.