Business
How to handle the transition to a new office manager
■ A column answering your questions about the business side of your practice
By Karen S. Schechter amednews correspondent— Posted Dec. 29, 2008.
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Question: My first and only office manager recently gave notice that she would be resigning in 30 days. I have placed an ad for the position. What steps should I take to ensure a smooth transition? Should I ask the departing office manager to help with interviews and/or training? Should I ask her to stay until I can replace her?
Answer: The departure of a long-time employee may be difficult for physician owners and their staffs, but often more so when it is the office manager. The key is to remain calm and develop and execute a transition plan to help guide (and ease) the process. There are several elements of the plan that need to be addressed, including but not limited to:
- Refining the office manager job description.
- Determining the qualities (personal skills and technical expertise) that are important.
- Gaining an understanding of the local health care market and salary/benefit packages.
- Executing a controlled and fair recruitment and interview process.
- Completing legal and personnel requirements; i.e., signed letter of resignation from the employee, COBRA, disbursement of unused vacation days (per employee handbook), and any other loose ends.
- Conducting an exit interview and completing the appropriate tasks on the termination checklist.
- Thoughtfully orienting the new office manager to the practice.
One of the first orders of business is to have the departing office manager write or update her job description with a list of her administrative and functional responsibilities. You should review the job description with her and refine it to eliminate or delegate responsibilities that are not considered necessary, and add new ones that will address future practice needs.
Decide, on your own and with input from the departing office manager and the staff, what qualities are important to look for when interviewing candidates for the position. These may include technical skills, such as the ability to do coding and billing and/or bookkeeping, or personal traits such the ability to display initiative, build teams and introduce innovative ideas to the practice.
Before starting the interview process, research the local health care market to gain an understanding of the availability of qualified candidates, and the salary and benefit expectations. There are several national, regional and local resources available for this.
Once the top three to four candidates have been identified, decide who will participate in the interviews. At a minimum, all physician owners should be present. Do not include the current office manager.
During the time leading up to the office manager's last day, care should be taken to notify the staff and keep them aware of the transition process.
Most practices have (or can get) a termination checklist. Typically, the departing employee's final paycheck is dependent on the completion of the checklist. Items may include:
- Turning in all keys, business credit and bank cards, safe combinations and office-owned equipment (i.e., laptops, printers, cell phones, pagers).
- Preparing and reviewing a list of all system logons and passwords.
- Canceling online accounts as necessary.
- Completing the exit interview.
As true with any transition, communication is critical. This is particularly important with regard to the staff. Let them know what to expect during the transition time and when the new person starts. We recommend not asking the office manager to stay on longer or to help train the new hire, unless there is a specific task that needs to be addressed. It is better for the new office manager and staff to have a clean start.
When it's time for the office manager to leave (and everyone is on good terms), it is helpful to have some type of "closure event" that includes the physicians and staff. It could be as simple as someone bringing in a cake and the physician making a short speech of appreciation, or as elaborate as a party outside the office. The idea is to memorialize the change that is taking place and work to maintain a sense of community among the remaining employees.
Be sure to provide opportunity for the new office manager to become oriented. Invite the accountant and other advisers to meet with the new manager. If you don't have someone to walk the new hire through the daily operations, then spend time yourself and appoint key personnel to participate in the orientation process.
Yes, transitions may be difficult. However, if done correctly, what seems like an ominous situation may turn into something that benefits everyone. The main key to success is to keep communication open so that individual and staff needs are addressed and the new manager finds a welcoming environment.
Karen S. Schechter amednews correspondent—