Congratulations! You’ve just hired a new team member to do your scheduling! Your productivity is about to go through the roof! She’ll arrive on Monday morning, ready to work and she’ll dive right in as soon as you…train her.
Training is essential, of course. You can’t just sit a brand-new hire down at her new desk and expect her to know the ins and outs of your practice and how you like things done. Even bringing in experienced work doesn’t give you an exemption from training – there are all kinds of new processes and procedures that need to be learned and a ramp-up period should not only be expected but planned for. Your productivity actually might go down in the first few weeks of on boarding a new hire while you spend your time with her, showing her the nuances of her new workplace.
So how can you minimize this ramp-up period so that there is as little downtime as possible?
Time-consuming, yes, but essential to getting a new hire up and running quickly. Include all the forms that your practice uses, along with notes on the proper ways to submit them and how to follow up on their progress.
Phone and Email Styles
Let your new assistant know if you have a specific way you’d like her to answer the phone. Go over the same information for emails – do you spell the name of the company out? Do you use abbreviations?
Dos and Don’ts
Businesses all run differently. What was acceptable to another organization may not be to yours. Be sure that you are up front and clear on how you would like clients and prospects to be handled.
Be clear on how many calls should be made daily and what your expectations are for how many meetings should be booked in a month. Pay close attention to your data – if your new scheduler will be doing mostly cold calling or prospecting, then don’t expect her to fill your calendar with five meetings every day. Keep your expectations grounded in reality.
Manage Your Own Expectations
Don’t expect your new hire to hit the ground running on the first day. There will be things to learn and obstacles to overcome. Give her time to become familiar with her new duties and learn the ropes.
The ESA Advantage
Executive Scheduling Associate’s hiring process is a rigorous one. A potential hire must go through a software proficiency test and a personality assessment. They are also quizzed on their ability to interpret data and apply it to practical scheduling use. When they’ve successfully passed these milestones, they can move onto interviewing.
Once hired, a new ESA scheduler will go through a full week of training using our proprietary modular system, complete with quizzes that must be passed before she can move onto the next lesson. When she proves competency, a new scheduler begins to help other schedulers with their accounts, learning alongside them by listening to calls and then making calls herself. She meets regularly with her team leader to go over performance and notes, finely tuning her skills as she goes.
After 45 days, new hires are given another short series of trainings to prepare them for getting their own clients. Only after she has shown proficiency and growth through both tested material and practical applications is a new scheduler ready to be assigned her own clients.
Finally, every ESA client gets a Client Success Plan. This maps out all of the information agreed upon by both parties and sets reasonable expectations for work performance. We always strive to exceed your expectations and want to be upfront about exactly what we are doing and how we are doing it.
When you partner with ESA, you aren’t getting someone who is starting from the beginning with you. Even our newest schedulers have been through multiple layers of vetting and training to ensure that they have the proper knowledge and skills to be successful. Our company is set up, from day one, to make sure you and your scheduler are a winning team.
Share your favorite training tip in the comments below.