Case Study 29: MENTORING, COACHING, AND DELEGATING:COMBATING HIGH TURNOVERAND POOR CULTURE

For the case study assignments, your submission should be done in a professional manner, and constructed as if you are a consultant providing a solution to the situation. The expected length of your submission is three to five pages

MENTORING, COACHING, AND 29 DELEGATING: COMBATING HIGH TURNOVER AND POOR CULTURE By Brian Conte aden had just joined a physiciana" office as their director of operations. era, and 54 staff, which included nurses, medical awitants, front office staff, and billing staff. The medical director, Jack, met with Cadem in his first week on the job and challenged him to provide a remedy for the practice's high turnover rate, which was clout in 50 percent the previous year. "We keep losing staff nearly as fast as we hire new people. I need you on find out what is going on and fix it," Jack said. "Other physicians are complaining that staff is not adequately trained and that their patients are not receiving quality care because of it. It is absolutely frustrating that our patients come in for routine visits and our staff do not know who they are nor how to handle the simplest of tasks to help them with their problems. Please fix this." Caden immediately began to work with the clinic manager, Jennifer, to discover the reason for high turnover and to implement a plan to improve things. Jennifer had been previously tasked with hiring all staff in the clinic. Jennifer and Caden began interviewing candidates bugether and Caden skin Incovered that part of the problem resided in how Jennifer rushed through the hiring process. When selecting candidates, Jennifer was premured by physicians and other staff to quickly hire new people because they were burdened with extra week while staff numbers were low. Jennifer would hire the person who could fill the job the soonest, not taking into account the benefit of building a string culture and a team of the best people posible. Caden also discovered that there was no formal training and onboarding process. New employees were not nurtured into their jobs or given time to acclimate to their new surroundings and duties. The new hires quickly became frustrated and quit within a couple of months, which perpetuated the high turnover and lack of experienced staff. Copying and distribution of his PDF h prohibited without writer For pariunion, plows caniaci Copyright Clearance Center and www.capyright.com. Organizational Behavior and Theory in Healthcare Case Questions 1. What is the difference between coaching and mentoring? 2. When is coaching appropriate 3. When is mentoring appropriate? 4. What should Caden do to find out what is causing the turnover! 5. What should Jennifer be doing as a manager to help fix the problem? 6. What type of couching should Caden offer to Jennifert 7. What types of things should Caden delegate to Jennifer to fix the turnover issuet 8. How can Caden help Jennifer in his ruk as mental Follow-Up Caden began coaching Jennifer on the merits of hiring the best candidates even if it toask a little more time. Caden also began meeting with Jennifer on a weekly basis to mentor her in how a manager influences the culture of the clinic. Caden challenged Jennifer and delegated to her the task of developing a culture of excellence. In their coaching and mentoring mectings, Caden and Jennifer came up with a strategy to develop a culture of excellence. Jen- nifer weadd begin by hiring the best maff pomilk, implementing a formal training process, and creating an onboarding strategy to help new employees become part of the culture. It book some time, but a year later there was a palpable difference in the clinic's culture. Many times, Jennifer would interview candidates and then shut the job down and reopen it fur new applicants. Jennifer was able to view the new hires as part of the culture of excellence she was building, She worked with the more manager and the front office supervisor to implement the formal training and onboarding program, delegating unbounding to the nune manager and formul training to the front office supervisor. Together, they managed to reduce turnover to nearly nothing for two years straight; the only less was one staff member who moved away with their spouse fur school In this new culture of excellence, staff were motivated because they were working with the best people the clinic could hire. The physicians were more satisfied with their jobs because they retained well-trained staff for long pericals of time. New staff felt like they were part of a team because of the unboarding efforts. Jennifer became a better leader through ouaching and mentoring