7. Take your time
Finding and hiring a new employee can take as much as three months. Don’t rush the search process: plan to interview as many as 10 or 20 candidates before making a decision, and don’t settle for a hire that you don’t click with. “I interview a lot of candidates to make a hire—up to twenty before I make a decision on somebody ,” Friedman says. “I’m happy to do it because sometimes I need to meet another person to get closer to what I really want. Of course, sometimes there’s a great connection right away, a perfect fit, and I don’t have to do that many.”
8. Talk to references
Before making a job offer, call the applicant’s references to confirm prior employment and work performance and to learn what his or her strengths and weaknesses are, what it was like working with him or her, why he or she left the previous job, whether the reference would rehire him or her, and anything else relevant to his or her suitability for the job you’re hiring for. Prompt references to address specific traits like punctuality, crisis management, work ethic, and how he or she handles mistakes.
9. Start a new hire with a probationary period
Some aspects of working in a practice’s front office may not be apparent to a candidate prior to starting work. Similarly, some traits of a hire might not have been obvious during your pre-offer interactions. Use a trial period to confirm there’s a good match for both you and the new employee. “A hire may have a stellar résumé and stellar references but is just not a good fit,” says Dr. Brian Levine, a New York City-based reproductive endocrinologist. “Have someone spend a day in the office. They’ll tell you if they don’t like what they see.” Then continue with an extended trial. “Do a 90-day trial period with all new front office staff,” Blackwell says. “Make it clear from the beginning that this is basically an extended interview. If you discover anything that concerns you during that trial period, don’t be afraid to part ways.”