As a chiropractor and small business owner, you wear many hats. In addition to providing patient care, you also manage the business side of your practice, including handling employee-related challenges. No business owner wants to address employee issues, but doing so effectively is crucial for maintaining a positive work environment while also helping your employees grow, reduce risks, and improve efficiency.
The first step to avoiding and addressing employee issues is to establish clear expectations and policies from the start. Whether it’s a front-desk assistant, a chiropractic assistant, or any other team member, each role should come with a detailed job description outlining responsibilities, daily duties, and performance benchmarks. Establishing expectations must be followed by understanding, and agreement. Meaning, does the employee clearly understand what their responsibilities are, and do they agree to, and have the ability to meet the expectations.
Make sure you also have a comprehensive employee handbook that covers your clinic’s policies on work hours, patient privacy (HIPAA compliance), and conduct. This gives employees a reference point and ensures there’s no ambiguity regarding their roles. Additionally, having clear guidelines in place helps when addressing employee issues, as you can refer to these documented policies during discussions.
Advertisement
Fostering open communication is key to preventing employee issues from escalating. Create an environment where employees feel comfortable bringing up concerns, whether related to workload, conflicts with colleagues, or personal issues that may affect their performance. Regular one-on-one meetings or informal check-ins allow you to gauge employee satisfaction and identify problems early.
When an issue arises, whether it’s consistent tardiness, poor patient interactions, or inefficiency in handling administrative tasks, it’s essential to address the problem immediately. Delaying action can lead to frustration, resentment, or a perception that poor performance is acceptable. What you tolerate, you endorse.
Always address employee issues in private. Publicly calling out an employee’s behavior can create embarrassment and damage morale, not just for the individual but for the entire team. Instead, schedule a private meeting where you can discuss the issue directly. Be sure to stick to the facts and avoid making the conversation personal. For instance, if a chiropractic assistant is consistently late, focus on the behavior: “I’ve noticed you’ve been late to work several times this week. Can you explain what’s been happening, and how can we address it moving forward?”
It’s also important to acknowledge the employee’s strengths during the conversation. This ensures the discussion feels balanced and not overly negative. You might say, “You’re excellent at welcoming patients and creating a friendly environment, but I’ve noticed that you’ve been late to work several times this week. Let’s review how we can prevent this moving forward.”
Documentation is critical when addressing employee issues, especially if the behavior is recurring. Keep detailed records of any incidents, conversations, and the steps you’ve taken to resolve the issue. This documentation can be invaluable if you need to take further action, such as issuing a formal warning or termination, and can protect your practice from potential legal disputes. As health care providers, we know the rule when it comes to our patient records, “If it isn’t written, it didn’t happen.” The same is true with employee issues. Documentation of infractions and corrective action can save you thousands of dollars in unemployment taxes if you are able to make your case that the employee was advised of an issue, given an opportunity to correct it, and failed to meet expectations that you clearly outlined.
In some cases, employee issues stem from a lack of proper training or personal challenges that may impact their work. Offering support, such as additional training, mentorship, or flexible scheduling, can help employees overcome these challenges. For instance, if a chiropractic assistant struggles with certain tasks, you might offer hands-on training or pair them with a more experienced team member for guidance. By providing resources and demonstrating a willingness to help, you show your commitment to employee development, which can foster loyalty and improve performance.
If the issue persists despite your best efforts, it may be time to escalate the situation with formal disciplinary action. This could involve a written warning, a performance improvement plan (PIP), or, in extreme cases, termination. As a small business owner, firing an employee can be costly, and especially difficult, as the team is often close-knit. However, it’s sometimes necessary to preserve the integrity of your practice.
Before taking such action, ensure that you’ve followed a fair and consistent process, including providing feedback and opportunities for improvement. Additionally, consult with a human resources professional or legal advisor to ensure compliance with labor laws.
By fostering clear communication, providing constructive feedback, and addressing problems promptly, you can create a positive work environment that supports both your employees and the success of your practice. Remember that how you handle employee issues not only impacts individual team members but also reflects on the overall health of your chiropractic clinic.
Dr. Ray Foxworth, DC, FICC, is the visionary behind ChiroHealthUSA, serving as its esteemed founder and CEO. With over 39 years of dedicated service in chiropractic care, Dr. Foxworth has navigated the complexities of billing, coding, documentation, and compliance firsthand. His rich experience includes roles as the former Staff Chiropractor at the G.V. Sonny Montgomery VA Medical Center and past chairman of the Chiropractic Summit and Mississippi Department of Health.
Dr. Foxworth is deeply committed to advancing the chiropractic profession, which is evident through his leadership roles. He is an at-large board member of the Chiropractic Future Strategic Plan and holds an executive board position with the Foundation for Chiropractic Progress.
