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STAFFING
also found that because everyone had to pitch in to bring the new hire up
to speed, the performance of the whole unit declined.
Current staff members have a working knowledge of your center's operations and culture. They might have to acclimate themselves to the new position, but the adjustment period won't be as difficult or as long as it would be
for an outsider. The in-house candidate might not have every trait you're
looking for, but consider her length of service, loyalty to the facility, relationships with physicians and staff, and motivation to succeed in the new position.
From friend to manager
The insider you promote will have to move beyond her current responsibilities and form new working relationships with former peers that she'll have
to manage. Communicate how the staff dynamics will change, that her former peers won't treat her the same and that she can't maintain close
friendships with the employees she'll be overseeing.
Let the promoted manager shadow you or the person being replaced (as
long as the departing employee is leaving on good terms) for a day or two
to get a feel for the new position. The new manager won't have basic tasks
on autopilot, so emphasize that the role may involve a significant time
commitment, including nights and weekends, during the first few months
of orientation. Stress that she'll soon establish a routine, and the day-today won't seem so daunting. Don't let early difficulties scare off potentially
excellent managers.
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O U T PAT I E N T S U R G E R Y M A G A Z I N E O N L I N E | O C T O B E R 2012
