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This Dental Specific Podcast is dedicated to the Dental "Entrepreneur" Michael Dinsio, Founder of Next Level Consultants, delivers #TRUTH when starting up a dental practice. From the very first step to getting the keys of a dental practice, Michael shares his raw & unscripted playbook with you. Not only does this podcast provide you with "What To Do" but more importantly "What Not To Do". With over over 15 years of experience & over 150 past clients, Michael delivers an educational and informative program in a real and genuine way. Start w/ Episode 01 - as we go through a STEP by STEP process.
Startup Unscripted.
The questions you have with
the truth you need to hear.
Help doctors get into
practice the way they want
to get into practice.
Hashtag truth.
That's why we put it out there.
What we want to do is we
want to bring truth to the startup game.
And now your host, Michael D'Anzio.
All right.
All right.
Here we go.
Another episode of Startup Unscripted.
Now Dental Unscripted.
We are pivoting to a master brand soon.
Stay tuned.
Dental Unscripted will be
where you're going to find us.
But today we are still
Startup Unscripted under
the Startup Unscripted brand.
But today we got a great
interview going on here.
We're
I'm super jacked because I
got a friend of mine on the
other side of this microphone.
His name's Scott Mueller.
And he's the senior
executive at HR for Health.
And he is going to be our
resource for the next
thirty to forty minutes.
So, Scotty, good to see you, man.
Hey, good to see you, too, brother.
I'm digging the background
for the folks that aren't
watching on YouTube.
I'm digging.
Scott's got like this,
like I'm a sophisticated
news broadcaster look and
it's super cool.
So anyways, buddy, welcome to the show.
Welcome to the show.
How's it going, man?
Yeah, it's going really well.
We're busy over here at HR for Health.
Most certainly lots of law changes,
some new feature releases,
software feature releases.
We're busy.
It's a good place to be.
I think HR companies are always busy.
I feel like HR is just one of those things,
man,
that like makes all of our jobs super
hard,
especially dentists doing startups
and becoming business
owners for the very first time.
HR team is just hard.
You know, if you just had to do dentistry.
Right.
Life would be great,
but you don't make the big
bucks if you don't manage
the team and own the company.
Is that right?
That's right.
That's right.
But you got to have the
right tools in place to do
it effectively and keep yourself safe.
Keep yourself safe.
That's the name of the game today.
So why don't you give me
like a two-minute rundown
of what HR for Health is.
Do not get long-winded.
I'm known for just getting
right into the good stuff.
I lose people after six minutes,
so please don't throw us
down a gauntlet of a sales pitch.
However,
everybody needs to understand who
HR for Health is.
Absolutely.
Absolutely.
I'll keep it nice and tight here for you.
So HR for Health,
what we're able to help
startup doctors with are three things,
right?
First of all, every state,
every practice owner needs
to make sure that they have
a way to maintain HR compliance.
Secondly, startup doctors need support.
They've never interviewed doctors.
potentially, right?
They've never interviewed
potential candidates as
employees in their practice.
And oftentimes doctors tend
to DIY the daily HR processes,
timekeeping, time off tracking,
requesting time off, all of these things.
And so what we're able to do
is provide a solution that
helps practice owners
maintain HR compliance.
And we do this through a
couple of different ways.
Custom employee handbook,
all mandatory new hire documentation,
all of these things are
different all over the
country and in some states
like california colorado
and the pacific northwest
sometimes documentation law
changes are different from
county to county and city
to city so we simplify all
of that and the end result
is these doctors have a way
to properly on board each new hire
And you know, as well as I do, Michael,
these doctors aren't doing
the old fifteen hundred,
eighteen hundred square
foot practice build outs anymore.
They're doing twenty five hundred plus.
And so the the ability to
duplicate the onboarding
process from one new hire
to the next is extremely
important so that they're
not missing anything.
Secondly, we provide support.
Our clients will have access
to HR support because all
startup doctors have
questions whether it's
navigating through interviews,
onboarding.
And we're seeing quite a bit
of doctors that are making changes,
making employee changes,
sixty and ninety days out
after a probationary period.
These things are not easy to do.
And so having the guidance
from a true H.R.
dental specific H.R.
specialist is always helpful.
And then third,
we're providing fantastic
software so that these
doctors are able to not DIY
timekeeping and time off tracking.
Right.
You're in Seattle,
King County is a good example.
They've got paid sick leave
requirements that are
different than the rest of the state.
And having a timekeeping
element that manages all of this safely,
gives them proper
transparency and really
great optics is helpful.
And in combination with the
newly added employee
scheduling feature we added
back in February,
That's just kind of scratching the surface,
Michael.
Timekeeping,
performance management solutions,
and a payroll.
An integrated payroll is one
of our products, if you wish, as well.
So that's a tight little two minutes.
There's the gauntlet we
could go down in any path right now,
right?
Right.
But, yeah, like, gosh,
where to even take this episode?
I'm thinking about all of
our clients and the crap
that they deal with on a daily, yearly,
monthly, whatever.
Right.
My first question queued up.
Biggest HR issues people overlook.
Now, remember, we're talking all startups.
Yeah.
And, you know,
there's HR issues for
established practice owners.
Oh, yeah.
There's different issues for
acquisition if you're buying a practice,
which is another podcast we
have on dental acquisition unscripted.
But for startups,
what are some of the most
overlooked in your mind,
overlooked things that our clients,
doctors need to think about for HR,
for a startup?
So I think the biggest
problem for startup doctors,
because I work with a lot
of startup doctors that are
you know,
just opened their doors a week or
two ago.
A lot of the clients that I
follow through a project process,
it's all by design meant to
be as proactive as possible.
And I think that the biggest
mistake that doctors make,
startup doctors make is,
pushing the HR component of
their project to the very end.
You cannot rush through a handbook.
You can't rush through posting job ads.
And indeed, you know,
you've got to have these
things professional, ready to go.
So having a plan in place
that's proactive in both states,
as you know, Michael, you know,
you're starting this
process with startup
doctors six to eight weeks
out from their doors opening.
In some states, ten weeks out.
Why?
Because these doctors all go
through a process as they
start doing the telephone interviews.
They'll have six great phone interviews.
They'll schedule six in-person interviews.
Four of them ghost.
Right.
Yeah.
So they've got they all go
through this long,
this crazy process of
hosting and all of that.
So so so just not not not
thinking about HR soon enough.
And I'm thinking like startups, right,
where where, you know,
we're with them from Mike,
how do I even do this to
three months into ownership?
So we're we're with the
client for a pretty long journey, usually,
I don't know, sixteen, twelve,
sixteen months.
And they're working through
all the decisions, right?
They're working through
construction equipment, architecture.
They're picking out their furniture.
They're talking to the
marketing companies.
And they are not thinking
for like twelve months of
the time that I have them.
Sure.
I even thinking H.R.
manual.
They're just like, so, you know,
what is like the last moment?
where it would still be okay,
but not like super rush in trouble.
Yeah.
Because does that make sense?
Absolutely, it does.
I'll tell you,
I think the best time to
start talking to a startup
doctor through their
project process really is once permits,
once plans have been
approved and they're in the
permitting or they're just
starting the construction process.
Because generally for most startup doctors,
all the equipment, supplies, technology,
all the cool stuff's been ordered.
Yeah.
Design's done.
Permits are back.
Construction contractors swing, you know.
they're just now they're
staring at a project and
thinking now this is it's
good timing because it's
typically when doctors are
thinking about the business
part of dentistry yeah the
hr part so it's a really
perfect time to start
talking to the doctor
because then generally
three to four months out is
pretty typical michael yeah
oh don't call me michael that's weird
It is.
Sorry, Mike.
Mikey D. Oh, Mikey is where you can't go.
Michael is fine if we're super formal,
which apparently we're
being formal right now.
Michael's fine.
But the minute you go to Mikey, I'm out.
I almost just canceled you
off the program.
We can't do that.
We can't do that.
Maybe you and me on the
phone by ourselves.
But if anybody calls me Mikey,
I might lose it.
I might lose it.
Please don't.
Let's not do this, people.
It's hilarious.
No, I understand why you did.
We go way back and have some
fun time stories, but,
and maybe you call me Mikey
and that'd be fine, but no,
we can't do that again.
All right.
So, all right, let's,
let's pivot to the next.
Let's pivot to the next.
My next question is,
How important is a handbook?
Because I feel like if I wasn't involved,
if my team, Paula,
was not involved with the HR part,
like me and Paula, if we weren't involved,
I just don't think a lot of
you listening here without
a consultant saying you need this,
I feel like...
people wouldn't take the
handbooks as serious.
Is that a real thing?
Because we make sure they
have a handbook before they open.
So how important is it?
And do you agree?
I'm sure you do, but let's get into it.
Absolutely.
It's absolutely essential.
It's an absolute essential
part of the onboarding
process for these new hires.
And that's just a part of it, right?
The handbook is important for a
You got to have a handbook
that's an acknowledgement
of both state and federal in some states,
county and city.
So you got a handbook that's
an acknowledgement of those
labor compliance laws.
Wait, wait, wait.
Yes.
Just right there.
OK, hold on.
You're trying to tell me
that the handbook needs to
incorporate federal, state,
city and sometimes local
laws within the handbook.
It just depends on the state.
Some states like- It's a lot
of business in your business.
It is.
And we simplify all of that
for our clients.
And it's all very state, local,
specific it needs to be.
California is the best example, right?
Things are different.
You mean the worst example?
The worst, I guess it is.
But the best example of how
we're able to automate
change for clients and
simplify so these doctors
aren't caught off guard or
have an employee that comes
up to them and says, hey,
did you know the PTO policy
has changed or the PTO laws
have changed here in California?
But that's just part of it, right?
Acknowledgements of labor
compliance laws are very important.
Because, you know, some states,
for example,
are default states when it
comes to unused PTO.
If you don't have it clearly
identified in a handbook as
to what goes on with unused PTO,
some states it's an
automatic payout at the
time of separation.
So that's just a small example.
But then the handbook also, by design,
is supposed to take the
guesswork out of for each new hire,
right?
What's the tardy policy?
What is vacation policy?
Right?
What's the threshold before
one starts accumulating things like that?
Policies aren't secrets, right?
You got to have them detailed.
That's the handbook.
Then you've got job
descriptions that go right
along with that.
And then of course,
all the mandatory new hire documents.
So it's all very essential.
Well,
you're kind of like leading me to my
next question.
And that and that is best
practices for onboarding an employee.
And I knew I'm not dumb, Scott.
I knew that was going to tee
us up right into this this conversation.
So so handbook in itself is
like if I'm just going to
like bring this down completely.
to my level,
it's really just setting a
tone with your team so that
they know what the rules
are of your practice and
what the rules are of the state.
But it's also holding the
employer accountable as well.
Absolutely.
Because there's a two-way street there,
right?
So if we do an HR manual handbook,
And we're putting all of
these roles in it.
That's a role for you as well.
So it's like setting an agreement up.
I think that's an important
piece because here's my
little take on handbook.
Actually, I'm going to take that back up.
How important is handbook?
We're not moving forward
until we talk about this
because this is something for me.
I would strongly suggest
folks not be too heavy
handed with their handbook.
No pun intended.
Heavy handed with their
handbook because that's a
contract with you and the
employee as well.
So if you break your own rules,
now you're in trouble.
Right.
So my question to you is,
is how do you simplify a
handbook so that it favors
the employee and does, or employer, sorry,
it favors the employer.
Yeah.
But like the minute you
document this contract,
now you got to hold
yourself to your own
handbook with the employee.
True statement.
Absolutely.
It keeps everybody in line.
It keeps everybody straight,
which is important.
And in a lot of times, you know, I mean,
And I think the best way to
answer that question or
address what you just said would be,
that's why you have a
professional in the dental
industry put together a
handbook so that you can
have the proper advice.
Having a general attorney
prepare or borrowing one
from your friend who
started a practice in
from clients, hey, Scott,
I need to know what to do
about this particular situation.
And my first question is, well,
what's it say in your
handbook that we have customized for you?
And so sometimes to your
point a few moments ago,
It's a guide, right?
What do I do in this particular instance?
Yeah, yeah, yeah, yeah, yeah.
Okay, cool.
I had to say that one
because there's been times
where we have helped our
clients let somebody go or
we're having an issue.
And then they came back to us and said,
well,
you're not living up to your end of
the bargain.
And so I do feel like
handbooks can be a two-way
street where you can get
into some trouble there too.
Yeah, if you're not, you know,
handbook policies and
acknowledgments of labor compliance laws,
you're only really going to
get yourself into trouble
if you're not following
what's in that employee
handbook or minding a particular policy.
timekeeping related
requirement like paid sick
leave and the calculation
that goes with that.
Yeah, exactly.
Yeah, there's OK, cool.
Well, again, good question.
I put you on the hot seat a
little bit there, but I liked I liked it,
Scott.
I liked it.
So so just in general, though,
with Handbook kind of aside,
let's go back to the next question.
That's just like best
practices for onboarding a new employee.
And I will share a story about H.R.
for Health and Ralph,
who runs your company.
Raoul told me at the CDA a few years ago,
onboarding an employee can
have such an impact to that
employee's successful
journey in your business.
And it was something that stuck with me.
It's like having the business cards ready,
having the shirt printed in
their size ready.
It was just like this
onboarding kind of process
that was like best practices.
So I think about that kind
of stuff when I ask questions like this.
So there's kind of like this
culture feel side of it.
But then there's also like
this legal part of it as well.
Scott,
anywhere you want to take this question,
buddy?
Yeah.
Well, you know,
I think a good place to
start my thoughts on all of
this is to start with what
we see all the time with
established clients,
established practice owners
that we work with.
Nine out of ten times,
an issue that they're
having with a particular employee,
whether it's a tardy or an
attendance issue or
performance or whatever it might be,
typically when there's an
established client,
prospect that I'm talking to
and they're having employee issues,
those issues are directly
related to how that
employee was onboarded.
And generally speaking, as you know,
most established practice owners,
unless they're an HR for health client,
quite frankly,
don't have a robust onboarding process.
And so an employee that
is not performing up to par,
maybe didn't sign a job description.
Job descriptions are right
along with all of the new hire process,
right?
The job description is
purposeful for many reasons.
One,
it's typically what our clients use to
post into their Indeed postings.
Yeah.
It's important for
understanding who it is
that's sitting across the
table from the doctor.
Who are they interviewing?
Is this individual going to
be able to fulfill that
role in the practice?
Can you handle these duties?
But it's also very effective long term.
It's a great tool for
objectively evaluating performance.
It's a great tool for
managing through milestones.
So it's a good career pathing tool.
I mean,
we can talk a lot about the importance,
but it's super important to
set the right tone.
If you're onboarding your employees,
your new hires,
into your sexy new practice
that looks fantastic,
why would you half-butt this part, right?
You want to bring your
employees in and include
them into that culture,
and that's a good part, right?
Well said, well said, yeah.
Yeah.
have everything ready to go
for them have everything
finalized have an offer
letter have an offer letter
you know that's uh these
are all they all they all
work hand in hand together
and and but having a way to
maintain all of this is
also important yeah well
well said buddy I I think
about two things with this
kind of uh conversation and
that is um I I think about like
A presentation I do,
we call it next level ownership,
and I've delivered it a few times.
And the first slide, well,
the first part of the
presentation is all about
leadership and setting
accountability and roles, agreements,
setting the tone for leadership.
for what this person is
going to do for you,
just being totally dialed
on expectations and
agreements and all the
things that I expect from you.
Right.
And then it's the
accountability part of it afterwards.
Right.
So so that the accountability part,
I don't think HR for health
can can really help someone.
Maybe you guys can,
but like the doctors have
to to do that accountability piece.
But if you don't set the
expectations and create a
job description and create agreements,
then there's nothing to
hold someone accountable to something.
There's nothing to... Right?
So I think that's... I love
that that's what you said
is best practices for
onboarding because...
too often, you know,
we just do a dental
assistant ad and they
should kind of know what the job is.
And so, okay, this is what we do.
And they just half-ass it.
Right.
Well,
that sets you up for failure in the
future.
Um, and so, so actually that's,
that's actually, um,
My next question, failure,
and that is how to fire someone.
And look,
I'm going to shoot all of you
guys straight.
This is the real deal right here.
And that is you will
probably let someone go
within ninety to six months of a startup,
just like acquisition.
Quite frankly,
if you jumped over to the other program,
Because someone didn't do
something right or they're
just not cutting it or they
said they could.
They said that they could
like bill and it turns out they can't.
And and you're going to have
to let someone go based on performance.
So since we just talked
about setting the tone and
the agreements and the job
descriptions and then
holding someone accountable,
now we're trying to hold
them accountable again.
How do we fire them because
they're not living up to
their fullest potential or
what we expect?
So if you do everything right, HR manual,
onboard, set expectations,
hold them accountable, document.
Well,
you're probably going to get to the
documentation,
but how do we now let this
person go and rehire someone else?
Yes.
And again, this part of the,
this part of unfortunately,
experience of being a
practice owner is inevitable, right?
Unfortunately,
it's inevitable for every practice owner.
And again,
it always comes to the
onboarding process.
You and I are,
I always call myself a recovering banker,
but for good reason.
I say the same thing.
We are recovering bankers, no doubt.
We are recovering bankers.
But part of what we learned
over many years in practice
finance was you got to look
at the unwind of something, right?
You got to figure out how to unwind.
And the best way to deal
with the inevitable is
is to put everything in
writing in the very beginning,
to have the job
descriptions so that you
can objectively hold people
accountable to the things
they said they could do or
have signed off on.
Because if you are going to
terminate somebody,
that's the first part of it, right?
You got to have signed handbooks,
job descriptions, all the documentation.
So that's first and foremost,
have that set up for you on
board every new hire
exactly the same way.
Don't ever skip a step.
And then if it comes to that
and you have to terminate an employee,
One, the whole right to work state,
the whole right to work.
It's a myth.
I mean,
there's technically every single
state is right to work
except for Montana.
But what's that mean?
What's that mean?
Right to work?
What do you mean?
Well,
right to work allows the assumption
is that allows doctors,
practice owners to just
terminate without any just cause.
They can just terminate.
Not true.
Other than Montana.
Right.
I have a startup in Montana.
That's great to know.
So peace out.
No, no, no reason.
Bye.
See you later.
Absolutely not the case anymore.
You know, as well as I do,
these doctors aren't,
if they're not documenting,
if they're not stepping out
the process to manage
somebody out of the practice with, with,
without, without proper documentation.
Yeah.
And what, you know,
is the reason they were terminated?
Is that a policy in the handbook?
And it always goes back to that,
to the employee handbook, but document,
document, document,
whether it's an informal documentation,
a conversation,
just a note to put in the
employee profile.
So to the employee or just
yourself writing yourself notes and it's,
uh an attorney once called
this we gotta paper the
file paper the file right
right there's soon to be no
more paper right but what
you're saying it paper the
file means we gotta paper
the file in case this
person decides to like
go after us and hey look
here's here's all the crap
that I've been dealing with
right and paper the file so
to speak right I mean
that's one of the beauties
of being a client of hr for
health is there is no paper
they've got they've got an
hr platform that they can
easily go and document
things or if they got to
send somebody a write-up
you know they're written up
because they were tardy for
the fourth time or whatever
it might be having simple
and easy ways to track
yeah those types of issues
violations is what we call
them then you're going to
have a much easier way to
terminate that employee not
have the recourse come back
out on you and a lot of
states you know if somebody
files for unemployment some
doctors really don't want
to pay that unemployment
You got to have
documentation provided to the state,
the policy, write-ups.
All the stuff.
Otherwise,
that ex-employee is going to get
the unemployment.
All right.
So here's a question.
Yeah.
Is there a way,
back to the best practices for onboarding,
is there a way to onboard
someone for a quote-unquote
temporary period to see if
their performance or their ability is
is on point and a way to
make it easier for them,
for us as the employer,
to let them go without
having to paper the file.
Is that a thing?
Is there like a ninety day
trial period deal?
I mean,
technically you can have a ninety
day probationary period
where that is detailed in
an offer letter and it's
detailed in the job description.
So that is a way
That is a way to kind of
framework the unwind of a relationship.
That's part of it, right?
But you also want to make sure that...
I mean, the documentation, buddy,
is the key.
Documentation is the key.
Yeah.
Well,
it's so hard probably for you to be
on a podcast with a national audience.
And I'm peppering you with questions.
And it's different in
Montana versus California versus Ohio,
where we were born and raised.
So I totally get that.
I guess that's kind of the
value that HR that's one of
the many values HR for
health has is that you've
got specific people that
understand federal.
And we talked about this
already all the way down to the local.
And so there's probably not
one answer that matches all here.
So and I always say, folks, disclaimer,
guys, disclaimer.
what you hear on this
podcast may not be for you.
It may not make sense for you.
I always get clients that
call me and they're like, well, you said,
I'm like, dude, you're in New York city.
Of course,
I don't think you can build out
a six op practice.
You can't, we like,
that's not even a
possibility in New York.
Just, just like, you know, uh,
the HR laws in California
aren't going to be the same for Ohioans.
Right.
And so, uh,
So you have to understand
where you get your content from, folks,
because even my program,
I have to understand you.
Scotty has to understand you
before we can give you
advice in your practice with your vision,
with your business plan.
So enough with the books and
the podcast quoting.
And I talked to my friends
on Dental Town and we were
on some blog and this is
what we were talking about, folks.
like in order to get the
right information for you,
you actually have to
probably hire some folks to
listen to your story and to
deliver good content.
But I think, I think this is great.
The, the podcast thing,
it gets information out
there just in general.
Hey, Oh, go ahead.
It does.
I was going to say, you know, we're, we're,
we're talking about the
onboarding and we're talking about,
you know,
the unfortunate having to
terminate an employee, but you know,
long-term, um,
Obviously,
we're talking about startup doctors.
These doctors are spending a
lot of money these days in
startup practice.
But as time goes on,
the most valuable asset of
any dental practice is
always going to be the team.
It's always going to be the employees.
A hundred percent, yeah.
And it all again,
it all always I sound like
a broken record,
but it all goes back to how
employees are on board and
setting the right
expectations and then
having a plan to career
path with these employees.
Love it.
Love it.
These are all part of the
things that we're able to
simplify for practice owners because
It's a wonderful thing when
we talk to an established
doctor that's just looking
to increase efficiencies in
their busy practice and
they have ten employees and
eight of them have been
there for fifteen years.
That's that's a beautiful thing.
That's a beautiful thing.
It is a beautiful thing, man.
I love it.
Yeah.
So no, no, I look,
I'm not afraid of talking
about firing people because
we are we are in the in the
world where you have to get
really good at firing
people if you want a great company.
That's the truth.
OK.
Yeah.
And so I love talking about
the squishy fun.
Let's get him a jersey and a
name tag and business cards
and let's just make this super fun.
One thousand percent.
You want a culture that
everybody loves and thrives in.
That's that's the kind of
stuff you need to do.
Yes.
But don't make a mistake of it.
You have to get good at
firing people because if
you want your practice to
exceed all your expectations, excel.
I'm sorry.
The labor force is just not
what it used to be.
And that's a fact.
That's a fact.
Not at all.
There is something else that
I wanted to mention.
I didn't completely answer
your question from a moment ago,
but the timeframe thing that you'd asked,
a look-see period, if you will.
Oh, the probation stuff?
Yeah, I mean,
the probationary period is part of it.
But one thing that a doctor can always do
legally is they can always
have a working interview.
A working interview isn't,
a lot of doctors are scared
of it because some doctors
have gotten themselves into trouble.
But generally speaking,
the reason that that's an
issue is because they're
not putting things in writing.
And so having a working
interview template that
details timeframes.
Yeah.
Sometimes working interviews
can be just a day or an entire week.
But you've got a detailed timeframe,
a beginning and an end, how they're paid,
all that stuff.
Love it.
That's a really great way to
see if somebody is going to
fit in the practice.
And we recommend if you're
going to do that,
a day is probably not going
to cut it because
Maybe not all of the
employees are there on that
particular Tuesday.
So let's have some exposure
to this possible new
individual with everybody.
Love that.
That's perfect.
All right.
This is the moment where I
let the comments come in with questions.
It's kind of a free form,
next level kind of thing.
Ask Scott or HR for Health some questions.
Stefani piped in today,
one of our senior front office coaches.
She leads a lot of efforts
on our side when it comes
to the front office.
Stefani asked, back to the HR manual,
what's the ideal process
for amending or making
changes to a manual?
And I know this is really
great value for HR for Health,
but please answer this as
if you have HR for Health or you don't.
Just keep it.
Sure.
keep it broad,
but what's the answer here for Stefani?
Yeah.
Hi, Stefani.
Yeah.
That's a great question.
You know, if,
if a client's not an HR for health,
you know,
if a doctor is not an HR for
health client and they have
a handbook and they want to
make changes to it, you know,
having guidance to make sure
that if they're updating a
handbook or they're adding a policy,
you got to find out,
especially if it's kind of
a complex or a policy that
puts the practice owner in
more favor than the actual employee,
right?
That's where doctors
sometimes get in trouble is
they're making up their own
policies and they don't
have the right advice to
make sure that they're safe.
These are safe policies.
And that can get really expensive,
as you know.
Updating a handbook with attorneys,
that can cost a lot of money.
So that's kind of more the DIY route,
which we certainly don't
recommend with a handbook.
But an HR for Health
experience simply means, one,
we automate change.
We update handbooks as laws change.
Some states, like California,
we're updating twice or
three times a year.
But if a practice owner
wants to make a policy change,
picking up the phone and
calling one of our HR
specialists and saying, hey,
I want to make a change to my PTO policy,
or I want to have this
threshold before this can
happen as a benefit for the team.
Is this going to be, one,
is this worded correctly?
And two, is this compliant?
Yeah.
All right.
So so let's say we've gotten past that,
though, Scott.
OK, we've decided what we're going to do.
We've consulted with you.
You guys bless the change
and the change is going to happen.
Yeah.
So now we have a new handbook.
Technically, does that get redistributed?
Like what's the process there?
Absolutely.
And so if we have an update
with significant policy
changes or just a policy change,
that does trigger a new response.
It either triggers an
amendment to the employee
handbook or it's a whole
new sign if it's a number
of different policies.
These are all things that
are made very easy to our
clients because it's all
handled digitally.
So essentially, Scott,
you could do an amendment
where it's just one page.
This was amended sign.
Correct.
And then paper the file.
Or you could send the whole thing and say,
OK,
re-sign the whole thing and friendly
reminder to read everything also.
But this is really the only
thing that changed.
Right.
Either way, you're good.
Either way, you're good.
And I use myself as an example,
as an employee of HR for Health.
I'm sure you can imagine we
use all of these solutions internally.
And, you know,
when changes are made to a
handbook for me as an
employee or my colleagues here,
it's handled one or one or
one of those ways,
either an amendment or amendment.
a new handbook update.
You know,
next level probably needs a handbook,
Scott.
Now that Stefani's asking these questions,
she's going to,
she's going to hold me
accountable to this, but, but yeah, we're,
we're probably at a place
where we need a handbook.
We can help you with that, Mike.
Could you, could you really?
All right.
Perfect.
Well, Scott, today was super fun.
I feel like we covered a lot
of great things.
You know,
biggest HR issues people overlook.
We handled how important a handbook is,
best practices for
onboarding new employees,
which is super huge for startups.
And then my favorite,
how to fire somebody.
It's not my favorite.
I'm sounding like a cold
hearted son of a bitch right now.
But
But it's so true, guys.
It's so true that you have
to actually get good at that.
In fact,
when my startups have to fire
someone inside two months,
it makes me actually happy
for one reason.
It's because so early on,
they have to do it.
And they're going to have to do it.
Fifty more times maybe in
their whole career.
So it's a great lesson to
learn inside the first
three months that next
level is still involved
because now I get to coach
them through that person.
That's like such a great life lesson,
business lesson.
Are you with me there?
I am.
And I'll tell you something
else to share with you is that, you know,
A practice owner being held
hostage by a crappy
employee is the worst place to be.
And every single time,
one hundred percent of the time,
we're talking to a
potential new client where
that's going on with one, God forbid,
two or three employees.
Yes.
Absolutely.
Every single time.
The reason they are put
themselves in that position
is because they have no policies.
They don't know how to
terminate this employee.
And as you know, as well as I do,
because you've seen it happen many times,
it's it really messes up
the practice culture.
Oh, my God.
Oh, my God.
Like, like,
I don't care if you have a rock
star in your organization,
you get rid of them.
Facts.
It's a really hard thing to do.
Not having policies,
handbook structure around that.
hurts you to let someone
like that go so now so that
we've come full circle
right like yeah onboarding
handbooking uh or um you
know how to fire like
that's full circle guys
this is the hardest part
about business ownership so
one of my favorite episodes
but something that really
gets overlooked final
comments my friend scott
from hr for health um
anything that you want to
give we're going to put
A promotion, if you have something,
or your contact below in the description.
For folks that are on YouTube,
you can watch us live with
all the Mike D'Inzio hand
gesturing and drinking coffee.
You can check us out on YouTube.
Scotty,
any last things that you want to
add to the episode before
we shut this bad boy down?
Yeah,
so there are two QR codes at some
point during the show here.
One is to download an
employee hiring toolkit.
And then there's also
another one if you want to
schedule a call with me to
learn a little bit more
about HR for Health or you
just simply have a question,
I'm here to help.
But I think in closing,
Doctors, let's not DIY HR.
Set the right foundation,
set the right expectations
so that if you do get in
the ugly part of practice
ownership and you're having to terminate,
you've got the right tools to do it.
But it's also more about
making sure you're
efficient and efficient.
and safe with your employees.
Safe and efficient.
I love that.
Just really setting the
employee up for the best
chance that they have.
Isn't that the truth?
Unfortunately,
I've made this episode more
about firing and letting go
of people's problems.
It's more about setting
people up for success.
Yes.
Now you have a safeguard to let them go.
But if you haven't done your
job in training and setting
expectations and job
descriptions and agreements
on the front end,
you haven't done your job
for their success.
Well said.
Well said.
And that's the thing, right?
Nobody,
no employer ever hires a new hire
with the intention that
Well,
I hope they only last for a short
period of time.
The intention is that that
employee is there to stay
and grow with that startup.
That's right.
They're in their vision.
That's right.
A hundred percent.
Well, without further ado, my friend,
Scott, it's always a pleasure folks,
please, please, please follow us.
rate this one, Google review it.
I don't care all the things,
please do that.
It matters to me.
And another friendly
reminder that we are
switching both programs,
startup unscripted,
and dental unscripted or sorry,
dental acquisition
unscripted to one house,
one brand called dental unscripted.
It'll be one program and
it'll have all the startup
acquisition and practice
management stuff.
We're going to start
bringing Paula into most of
these conversations on a
practice management,
because I know that a lot
of you listen to this program and
You end up getting into
ownership and then you're done with me.
The truth is,
is we have a whole team that
helps post-close and
running your business.
And you guys need great content too.
So we're going to bring the
whole house into one called
Dental Unscripted.
You can check us out on
dentalunscripted.com.
But again, everybody,
thanks so much for participating,
being part of the program.
And without further ado,
let's shut this bad boy down.
See you later, Scott.
Take care, guys.