time demanded by the process. My response has always been: “Sometimes it does, and sometimes it doesn’t.” Remember what you saw in that employee that made you think: “This may be the one.” Give that same employee a final chance to prove their worth. If they fail, it will be based on the merits and not on your emotional response. Employees are always the ones who fire themselves. This is when you should exert the same effort you did in hiring the employee to save them. Your company has made an investment in this individual, so why would you throw it away when there is a chance to have a positive outcome and save an employee? You never know, this employee may someday return the favor and think of a new product idea or a better way to serve the customer. Other than your time and effort, what have you got to lose? It is easy to become jaded by the number of times this process may fail. But when it works, it is a glorious achievement. It is a lot easier to look employees in the eye and know you have done all you can to save them and preserve your investment in them. You can walk away knowing you did the best you could to make it work and Print Email IVR Text 22 HBMA BILLING • MARCH.APRIL.2015 any reason for failure is solely on the employee. That said, never use performance improvement plans only to justify laying people off or to document a difficult termination. While termination is always on the table, it is not the sole purpose of the action. It is designed to help employees change the way they look at their job and decide if they want to continue their employment. If they do, and can come up with an acceptable plan, then it is a winwin situation. If it doesn’t work out, you have documented how you tried to help that employee keep their job. What more can you or the employee ask for? ■ Paul Schaber has had a diverse management background in insurance and consulting. His experience in human resources, marketing and sales, and finance and office administration provides a broad perspective of any business or industry. Schaber consults with small and large companies in many different industries. While he has many clients in the medical field, he also works with companies in manufacturing, retail sales, warehouse/ distribution, fast food, and high-tech. Optimize your patient communications to drive the desired financial outcome. Visit us at Booth #113 610.650.3900 learnmore@revspringinc.com www.revspringinc.com RevSpring®
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