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    What the clinic handbook doesn’t cover

    Practice also needs to be prepared for unexpected employee ‘rules of survival’ that present

     

    “But we are waiting for you in clinic.” It was now 10:45 a.m.

    “I did my tour this morning. Are you serious?! Do you think that I am supposed to also come to clinic and work all day after being in the operating room? That was never made clear as part of the deal!”

    We discussed this situation the next day. She was firm that she was not a morning person and getting up to go to the operating room and then working the rest of the day was NOT what she meant by full-time position and I should have clarified “full time” better.

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    She thought full time meant to do her operating room stint, and then leave when that was done. On non-operating room days, she would then work in the general clinic until her shift was over, or 5 p.m.—whichever came first.

    Jane ended up leaving us after 3 weeks to work 3 half-days a week at the hospital taking patients in the emergency room. (Hopefully, the afternoon shift.)

     

    4.   “Fire me if you don’t like it—please.”

    Another manager-friend of mine in a busy orthopedic practice had a coder in her office. She was the only full-time coder the group had and therefore had a high view of her worth within the clinic.

    She began to flex her muscles more and more: demanding given days off, dictating work hours, and when she would arrive and leave the clinic. Every time the manager spoke with her about this, she would state: “If you don’t like how I am doing my job—fire me. Please, feel free to let me go.”

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    Her overall goal was to be fired, collect unemployment, and spend the summer at her lake home. I asked how my friend knew this and she stated the employee told her twice a week of her goal.

    Next: Stopping your next hire from blaming exam rooms on her anxiety

     

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