A few years ago, Oak Smith was AP manager for DaVita, Inc., a dialysis services provider. If you asked him the key to maintaining motivation and morale among his 71-person staff he’d answer in one word: Presence.
“I feel that my presence in the department, saying hello to employees every day, just chatting with them, enables them to relate to me and makes it easier for them to talk to me about their frustrations,” Smith explains. “Communication has been a very positive way for me to gauge the mood and morale of my department.”
Defusing Relationship Issues
The majority of personnel problems that Smith encountered dealt with relationship issues - those between two processors, or between a processor and his or her supervisor. Very often, he says, the issue can be reduced to a miscommunication. But even then, his presence helped him resolve the issues quickly.
“I find that many times processors feel too sensitive about going to their supervisor with a problem,” says Smith. “But because I talk with employees daily, they’ll share their feelings with me; we’ll talk about the issue, and resolve it.”
Smith tells the story of a processor who had worked in his department for about seven years and was well liked by everyone. The problem was that her work was sub-standard, and had been declining for some time. She was counseled, but in the end she had to be let go.
“It had a disastrous effect within the department because she was so well liked,” Smith recalls. “I knew we had to do something quickly or we would lose the relationship we had built with the staff.”
Smith asked his boss to have a private meeting with all the AP processors, no supervisors present. “It was a good forum for getting everything out on the table,” Smith explains. During the three-hour meeting, his boss copied down everything the processors said, then met with Smith to review the issues. One week later, Smith met privately with all the processors.
“We discussed all their issues and concerns, and that seemed to diffuse everything,” says Smith. “If you don’t get on things quickly, the frustrations and resentment can build. It was a difficult period to go through, but it turned out to be an extremely positive process.”
Recognizing Employees
Communicating with words is one thing, but communicating through actions is important as well. The AP department at DaVita has built two award programs for recognition of outstanding effort and service. One award, presented quarterly, is a cash prize. The other award, presented monthly, is a recognition statue employees keep on their desks for a month.
The recipient of the quarterly award is determined by processor input. Nominations are made and reviewed by supervisors. Latitude exists for the supervisors to add individuals who may have been overlooked. But as Smith notes, nobody has received the award that wasn’t recognized by his or her peers. The monthly award winner was determined by Smith and his supervisors, and recognizes an individual who went the extra mile to provide excellent service or to help out a teammate. Luncheons are held to acknowledge the award winners.
“I think part of the reason for the success of these programs is that we have published standards guidelines for what is expected of each position within the department,” Smith explains. “The fact that everyone knows and can see what is demanded of them has been a real good tool for eliminating any surprises.”
Smith has also published two training manuals: one formal user’s manual for current processors, and one that provides a formal training structure for new hires. The manuals contain information on programs, policies and procedures, so processors know exactly what is required of them in any given situation.
“I don’t think I’ve seen a better group of dedicated individuals than those here in AP at DaVita,” says Smith. “But it doesn’t happen naturally, and it doesn’t happen overnight.”
