Navigating Employee Time Management Challenges in a Medical Practice

In a small specialty medical practice, co-manager "Lisa" and her colleague are grappling with the performance issues of an employee named "Josh," who has been with the practice for two years. Despite being well-liked by patients and possessing valuable skills in insurance and billing, Josh struggles significantly with time management. His frequent tardiness and tendency to exceed appointment times have disrupted the office's workflow, prompting discussions about his future with the practice.

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The difficulty in hiring for Josh's role has been a longstanding issue for the practice, which remained unfilled for three years prior to his hiring. The position requires specialized skills that are hard to find, leading to a reliance on temporary solutions that have proven ineffective. This context complicates the decision to potentially replace Josh, as the practice has faced challenges in finding suitable candidates willing to take on the demanding tasks associated with the role.

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Lisa, the co-manager, is particularly frustrated with Josh's performance, advocating for his dismissal despite the challenges of finding a replacement. Conversely, her colleague believes that firing Josh may not be a viable option given the difficulty in hiring for the position. This internal conflict highlights differing management perspectives on how to address the issue effectively.

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Some advice suggests that the practice needs to reassess its expectations for the role. Given the challenges in hiring and the specific skill set required, it may be beneficial to split the position into two separate roles or to increase the salary to attract more qualified candidates. This perspective emphasizes the need for a strategic reevaluation of job responsibilities rather than solely focusing on Josh's shortcomings.

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In response to the situation, advice from external sources emphasizes the importance of recalibrating expectations for the role. It suggests that the practice should consider the possibility that no single individual can fulfill all job requirements effectively, especially given the historical difficulty in hiring for this position.

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While a performance improvement plan implemented last year has led to some improvements in Josh's punctuality, issues with time management during patient appointments persist. This discrepancy raises questions about the effectiveness of the plan and whether it adequately addresses the core issues at hand.

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• “Clearly, though, this isn’t working, and I think you need to reassess how you’re thinking about this role altogether.” — Advice Columnist

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• “Since it seems like there is literally NO ONE who can do this job as it is currently described, perhaps it’s worth thinking about splitting it into two jobs—either with Josh or without him.” — Advice Columnist

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• “There’s not one person who will do this whole job, with its very disparate tasks, for the salary you’re offering (because it took you three years to hire someone).” — Advice Columnist

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Moving forward, the practice may need to engage in a comprehensive review of job responsibilities and compensation structures to ensure that they can attract and retain qualified staff. This could involve exploring new hiring strategies or restructuring the role to better align with the available talent pool.

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