NAME: Maryanne DajkovichASSESSMENT TASK: Employment and the Law EssayWORD COUNT: 2667 words not including appendix.MODULE: Module 3.LECTURER: Tim BartramDATE DUE: 15 November 2004DATE SUBMITTED: 15 November 2004.Businesses and organizations exist for a variety of purposes whether it be to provide goods for consumption or to provide services for profit or for the benefit of the community.Optometric practices such as Freda Nurk's provide goods by the way of optical appliances to their patients or clients and optometry services including eye examinations, visual screenings and vision training. Optometry is classified as being a Health Service industry and therefore relies heavily on the quality of their employees and much of the value of the business is inherent in the goodwill associated with the practice.Compared with the wide variety of easily identifiable and predictable technological and financial resources businesses have available human resources or employees are the most unpredictable and the largest ongoing cost factor for any organization (Nankevis etal, 1999. p4). The management of human resources is time consuming, extremely difficult (can be likened to "jelly wrestling") and fraught with potentially very damaging repercussions for the business if employers are not up to date on current legislative and reporting requirements as Freda Nurk discovered. The poor management of human resources can undermine the overall profitability of a business and should be an integral part of any business risk management strategy (Bartram, 2004, p5-6)Human Resource Management involves a number of functions in an organization - recruitment and selection, training and development, performance management, remuneration systems, occupational health and safety, industrial relations, and the impact of current legislation (EEO, OHS etc).Freda has grown her business due to some sound business acumen, a lot of good luck and some clever marketing and now has five different locations and twenty five staff to manage, something which she should indeed be proud of but by her own admission she knows little about people management and her knowledge is not extensive on Employment and the Law as she is too busy consulting and growing her business. After an unfair dismissal claim she has realised the importance of HR management to her business growth and taken steps to remedy her "weak area"; people management by employing a Practice Manager, Adam to improve her HRM.For Adam to implement a successful HR plan he needs to ensure that all Freda's employees understand the HR planning process, that management is supportive which Freda appears to be, that communication is healthy between management and employees and that the plan is integrated with the organizations strategic business plan (Stone, R; 1998, p63). Before Adam begins making drastic changes within the organization he needs to spend some time getting an overview of how the organization functions currently and where the strengths and weakness are. Building up a rapport with current employees and developing effective communication lines is an important component of building trust if his "new ideas" are to be accepted and adopted by staff without morale and productivity being affected.In advising Adam on how to go about developing a HR plan he should firstly review what HR functions are currently in place at Freda's practices? While she appears to be extremely organised and has a strong commitment to quality and excellence in her dealings with customers the fact that she has recently had an unfair dismissal claim brought against her possibly indicates that her "sound business acumen" falls down when it comes to actually managing the business. She is so busy working in it that she does not have the time to "manage" the business and the staff.As a management consultant I would suggest Adam ask her some of the following questions:Does she have a Strategic Business Plan?Is there a Marketing Plan for the business?Is there a Policies and Procedures Manual?How are staff remunerated, how is sick and holiday leave kept track off and legislative requirements for superannuation tracked etc?How are staff recruited and trained?The development of a strategic plan for Freda's business is an important place to start implementing better management practices and to begin developing a culture within the organization where "service, quality and efficiency" are part of a shared vision for the business between staff and management.A strategic plan consists of five interrelated managerial tasks:Developing a strategic vision of where the organization is headedSetting Objectives.Crafting or developing a strategy to achieve the desired outcomesImplementing and executing the strategy efficiently and effectively.Evaluating performance and actual experiences, changing conditions, new ideas or opportunities.(Thompson and Strickland, 2001. p6)The development of a strategic business plan can be used to generate ideas from staff and give them a sense of ownership of the business and control over activities occurring around them and to them.This helps to maintain staff morale and may even increase their productivity as the objectives and goals that are set are not being imposed on them from the "top down".This bottom-up approach to management involves considerable discussion and consultation with managers and employees but it emphasises participation and communication and also minimises uncertainty for employees (Stone, R; 1998, p577)An example of a Strategic Vision and Mission Statement is outlined below:Strategic Vision.To become the leading provider of quality eye care and fashionable eyewear in our local area.Mission Statement.( To provide the highest quality services, eye care and products to our patients.( To ensure all patients are provided with products and services that embody clinical excellence and leading edge technology.( To demonstrate the highest level of customer service and personal attention, to ensure patient/customer satisfaction at all times.Values( To deliver quality products and services.( To promote continuing improvement of patient eye health through ongoingpatient education.( To promote a commitment to ongoing professional education to ensure clinicalexcellence.( To remain competitive and profitable in a dynamic market.( To promote mutually beneficial relationships with our stakeholders; principals, staff, patients and suppliers.Business Objectives.Financial Objectives.To increase the gross sales income of the practice by a minimum of 10% immediately in order to meet increased expenses.To increase the sales income of the practice by 20%-30% in 12-18 months time.To improve operational efficiency and control business expenses in order to maintain and increase profitability.To achieve close to or the actual benchmaking figures as provided by ProVision and the EyeTalk Guide for practice expenses such as goods purchased for sale etc.To achieve practice sales budgets every month of the year.Strategic Objectives.To be a dynamic, modern and profitable optometric practice.To offer a range of products that best fits our market as per our situation and demographic analysis.To offer a wide selection of both conventional and "cutting edge" spectacle frames and sunglasses.To be at the leading edge of technology in our chosen field in terms of eye care, spectacle frames, and lens design (spectacle lenses and contact lenses).To have professional, highly trained and motivated staff.To increase the actual sales of complete spectacle by 30% ie. from an average of 22 per week to 30To increase the sales of both prescription and non-prescription sunglasses by 50%To achieve 100% client/patient satisfaction.As a flow on from the organizations strategic plan Adam should develop a Policies and Procedures Manual. A Policies and Procedures Manual sets out "how things are done at our organization" and helps to develop the desired culture for the organization, "quality in all her processes" as well as ensures compliance with various pieces of legislation.The size of the organization inherently governs how detailed this manual will be; some companies have procedures in place for answering the telephone, customer service, delivery of spectacles, dealing with customer complaints etc. Every business should have policies relating to Anti Discrimination and Harassment, EEO, Email and Internet Usage, Occupational Health and Safety, HIV/Aids, Smoking at Work, and the Privacy Act. Policies and Procedures should be concise and easy to read.Long verbose procedures mean employees do not read them. Encouraging staff to participate in the development of a policies and procedures manual encourages a sense of ownership and involvement. Staff who participate in developing and implementing the policy or procedure are more likely to be supportive of it and show a commitment to its implementation in the organization.An important part of Adam's Policies and Procedures Manual should be a uniform way that each practice will report their monthly sales so that management are able to analyse and compare an individual practices performance against another and with previous trading periods for that practice to monitor increases or decreases in sales in relation to specific products or services.This is also an effective way to monitor the performance of individual staff members and to pick up any problems occurring before the overall sales performance of the business is affected too greatly.This data can be generated from specialised optometric software such as Optomate or Sunix.Human resource management involves the integration of personnel functions with the overall strategic focus being on an organizations' effectiveness; "the focus of HRM today is on the effective management of an organizations workforce in order to contribute to the achievement of desired objectives and goals. All HR functions (eg recruitment, human resource development, performance appraisal, remuneration) are seen to be integrated components of the overall HRM strategies. (Nankervis etal, 1999, p14-15). HR management should be linked to the objectives of the business (Bartram 2004)Bartram 2004 ProVision course notesPeople management should be viewed as a business risk management strategy and it effectively encompasses at least three major elements:Securing the right employees to ensure maximum productivityDeveloping and retaining the best employees to protect productivity, intellectual capital and income generationComplying with legislation to minimise or eliminate loss through litigation.(Bartarm, p9 2004)Compliance with current relevant legislation encompasses a vast area particularly in terms of Industrial Relations and it is constantly changing. Adam and Freda need to have a working knowledge of Occupational Health and Safety regulations, Equal Opportunity Employer legislations, Laws regarding Anti-Discrimination both direct and indirect, Sexual Harrassment legislation as well as Awards governing their industry, Workers Compensation and Superannuation and reporting requirements.Complying with relevant legislation does not directly increase the profits of the organization but failing to comply either intentionally or unintentionally can be very costly in terms of the time involved to resolve the issue, legal fees and possible loss of business if the breach reflects poorly on your management practices. You may also be in the wrong and suffer the humiliation and associated bad publicity of being convicted and fined.In order to ensure that Adam complies with all legislation I would suggest that he adopt the following as part of his risk management strategies:Join a professional employer organization like Employers First in NSW. They publish monthly newsletters that assist in keeping the employer abreast of legislative changes, supply copies of awards that are relevant to your industry and are able to provide phone assistance with any Industrial Relations queries relating to employee entitlements to sick leave etc.They will also review and offer suggestions for individual employment contracts and if the worst happens represent its members at Industrial Relations hearings.They also run professional development courses that are relevant to employers on all aspects of business management.Become a member of an industry professional group such as Pro Vision and the OAA who again are able to offer advice and support in order to comply with necessary legislation.Subscribe to journals such as Business Review Weekly and the Australian Taxation Reporter which often contain information on OHS and taxation changes affecting superannuation reporting etc.The development of individual employment contracts and job descriptions is an important HRM strategy. Features of individual employment contracts include:Details of commencement, position and remuneration package and other benefitsThe employee's position and duties may be varied by your company from time to timeA three month probationary periodSpecification of ordinary working hoursTermination provisions including summary dismissal and termination on notice.(Bartram, 2004, p26)Job descriptions should be competency based and include Key Result Areas with clearly measurable performance indicators.A sample individual employment contract is included as appendix 1.Communication is one of the most effective ways to allay employees' fears. Job descriptions and employment contracts should be individually explained to each employee and they should be given the opportunity to ask questions and clarify anything they are unsure of. This can be time consuming and expensive both in terms of travelling time, petrol and possibly accommodation costs but it is essential if they are to be implemented smoothly and seamlessly into an organization. The same applies for discussions on remuneration and staff bonuses schemes; put it in writing and explain it to individuals and also to the group at a staff meeting.In introducing new HR practices Adam is introducing changes to the organization, he is being asked by Freda to make things happen, to introduce new policies and procedures, to alter the way current employees have been working to ensure quality and efficiency in all practice functions and to change some aspects of the workplace culture. Employees may see some of the things he is bringing in as threatening, unnecessary and something to be resisted. It is seen as being disruptive and intrusive because it upsets the balance (Story, J; quoted in Stone, R 1998, p 576).They may also feel a "loss of control" that things are being done "to" them rather than "by" them or "with" them or the timing may be too fast. Adam must ensure that not all the changes happen at once or staff can feel overwhelmed which may result in an employee suffering work overload. They are just not able to handle the changes for physical or psychological reasons. The introduction of performance management systems particularly individual performance reviews cause staff a great deal of stress and are one HR practice that is often fraught with problems if not done well. The key to successfully implementing these systems is to make regular feedback part of the culture both informally and formally. Providing feedback is a simple thing but many of us do not do it well.Staff may also feel that by the employer introducing employment contracts and job description somehow their pay and benefits may be reduced or they may lose their job (Stone, R. 1999, p579)Simply giving a guarantee that this will not happen is often all that is needed to allay these fears.To measure the effectiveness of his HR strategies Adam must compare the before and after situations with regard to employee motivation, job satisfaction, productivity, reduced staff absenteeism, the amount of increase in sales, the number of patients recommending others to the practice and the general overall atmosphere of the practice environment are some of the ways Adam can judge how successful he has been in helping Freda Nurk meet her objectives. It is a difficult job and one that may take some time to achieve success in all areas.Appendix 1.EMPLOYMENT AGREEMENT.PRIVATE & CONFIDENTIAL31 August 2004DearRe: Practice Manager/Optical Dispenser positionI wish to confirm our offer of employment to you in the position of Practice Manager.The terms and conditions of the offer are as follows:COMMENCEMENT DATE:1 September 2004REPORTING TO:POSITION DESCRIPTION:The Position Description for your role is attached.AWARD CLASSIFICATION:As this is a salaried managerial position there is no applicable award.HOURS OF WORK:A 40 hour week is a normal working week. Half an hour is allowed for lunch. One Monday every two weeks is allowed for time worked over and above a normal weekMonday to Friday: 10.00 am to 6.00pm (4 x 7.5hrs = 30hrs)Thursday 10.00 am to 7.00pm (1 x 8.5hrs = 8.5 hrs)Saturday: 9.00 am to 2.00pm (1 x 5hrs = 5 hrs)Total hours each week is 43.5 hours. The remaining ½ hour per fortnight is given to the employee on the understanding that they may from time to time be required to work additional hours where practice/patient needs dictate or to attend after work activities that may be beneficial to the practice eg a meeting. Where a rostered day off falls on a Public Holiday this time may be taken on the Tuesday immediately following it or on another mutually agreeable day.There is an expectation on the part of Management that all staff will arrive at work at least 10-15 minutes prior to the opening of the Practice to ensure that everything is made ready for the opening of the practice at 10.00am. This allows for the day to begin on an organised note and presents a professional approach and manner to our patients/customers. Arriving at the same time as the first patient is not acceptable.Days and hours specified may be altered by mutual consent at any time (such consent must be recorded in writing, dated and signed by both parties); or by the Employer, by giving the Employee written notice of 14 days.In this salaried position it is expected that you will also be required to work additional hours from time to time, as the needs of the business dictate and additional remuneration will not be payable (refer to earlier comments). Stocktake would be one instance where this may occur.PROBATIONARY PERIOD:New employees shall be subject to an initial THREE (3) month probationary period at the completion of which time a review of performance shall be conducted. This contract may be terminated at this time if the employees' performance is deemed unsatisfactory.ANNUAL APPRAISALS:Formal performance appraisals are carried out each year and will be measured against your achievement of the duties outlined in the attached Position Description. They are seen as a way of providing constructive feedback to staff about their performance (good and bad) and a way of identifying staff requirements in terms of professional development needs. They are not directly linked to pay rises or staff bonuses. Performance appraisals will be conducted in the second half of each year.REMUNERATION:Your remuneration is $per annum including superannuation contributions made on your behalf. This salary excludes any performance or other bonuses you may receive.There is a Performance Bonus component in addition to your remuneration stated above. This will be based on the Practice achieving an annual budget of $in dispensing sales or takings excluding GST, and not including sales to our other practices for the financial year ending 30 June 2005. This bonus will be a minimum of $if the budget is achieved. Should sales exceed the sales target set the bonus amount will also increase.The total sales income figure for the practice will be based on the MYOB accounts ie.the actual amount banked by the practice from 1/7/04 to 30/6/05.The bonus scheme is reviewed at the end of each financial year.The business also runs other specific performance based bonus schemes through the year but these will be notified at the time. Superannuation is payable by the company on all performance based bonuses paid to staff.PAYMENT OF SALARY:Gross salary per fortnight is $plus superannuation contributions made on your behalf of $. All staff are paid fortnightly.Our week runs from Monday to Saturday inclusive. Salaries are paid by direct credit to a nominated bank account on the Friday of each pay week.SUPERANNUATION:The company pays superannuation contributions as required by the Commonwealth Superannuation Guarantee Levy Scheme, which is currently 9%.Superannuation contributions due to each employee are stated on payslips and contributions are made quarterly in line with recent legislation.From the 2004 financial year the company is also be required to pay Workers Compensation on superannuation contributions paid to employees funds.Employees may make additional superannuation contributions, either by salary sacrifice or as after tax contributions if they wish.ANNUAL LEAVE:Your annual leave entitlement is four weeks per year. Leave entitlement is given in accordance with the New South Wales Annual Holidays Act 1944.No Holiday leave is due or payable until the employee has completed twelve months of service with the Company. Holiday leave may not be taken in advance at any time during the course of your employment. At the end of each year worked the Employee shall be entitled to take annual leave to be paid at the ordinary rate of pay applicable at the time of taking leave. Such leave will be taken at a time mutually agreed upon by both parties.An entitlement to annual leave accrues pro rata on a weekly basis and is cumulative.Holiday leave must be taken in blocks of at least one week, preferably a minimum of two weeks at any one time.Requests for holiday leave must be in writing and provided to Management for consideration and approval three months in advance.Holiday leave may not be accumulated and must be taken within 12 months of falling due. Leave not applied for in the appropriate time will be taken at the direction of the principal, following one month's notice to the employee concerned.No leave loading is payable as this has been factored into your annualised salary.Other requests for leave may be granted at various times but this will be at the sole discretion of the Principal and does not set a precedent for all future requests to be granted.SICK LEAVE:You are entitled to one week of ordinary hours (40 hours or 5 days) as sick leave in your first year of service and 64 hours or eight (8) days thereafter for every year of completed service.There is a qualifying period of 3 months before any sick leave is due and payable.Sick leave is cumulative from year to year for a maximum of 3 years but not more than 380 hours accumulated leave may be taken in any one year.The Employee must notify the Principals or Business Manager at the earliest opportunity of his/her non- attendance and the anticipated duration their absence. All absences of two days or more will require the Employee to provide a medical certificate as will repeated absences on either a Monday, a Saturday or on the day immediately following an RDO. On cessation of employment, accumulated sick leave will not be paid out.Sick leave applications must be completed and any appropriate documentation forwarded to the Principals before sick leave will be paid.PERSONAL/CARERS LEAVE:A full time employee with responsibilities in relation to a spouse, partner, child or an immediate relative who is a member of the same household, who needs the employee's care and support, shall be entitled to use any current or accrued leave entitlements for absences to provide care and support when they are ill.The employee shall establish either by the production of a medical certificate or statutory declaration that the illness of the person concerned was such as to require care by another person.JURY SERVICE:A full-time employee shall be allowed leave of absence during any period when required for jury service.The employee is to notify the employer as soon as possible of the date on which he or she is required to attend court for service as a juror.LONG SERVICE LEAVE:Long service leave is given consistent with the Long Service Leave Act 1955 and any relevant government legislation at the time it is taken.WORKPLACE CHANGE:It is acknowledged that there will be changes to work and work practices from time to time and for the need to be flexible and to accept resultant changes. Changes will be discussed at an appropriate time and the employee will be provided with relevant training to meet the changes if they occur.HEALTH AND SAFETY IN THE WORKPLACE (OH & S):The employer will comply with OH&S laws and any relevant industry codes of practice. The employee agrees to carry out any instructions, policies and decisions made to promote and maintain a safe workplace required by relevant legislation. The employee will wear appropriate safety clothing and use appropriate safety equipment as required by the employer.The employee will report any accidents, incidents or hazards arising during the course of employment as soon as possible after they occur or are noticed.INTELLECTUAL PROPERTY:Any original work, process, design or other material produced or to be published by the employee and arising from employment remains the property of the employer. The employer shall have full rights to such work, process, design, or other material whether those rights are exercised in any form or not during the employment or on cessation of the employment.CONFIDENTIALITY:All patient and customer information given to or acquired by you in the course of your employment shall be treated as confidential and is subject to the Federal Privacy Act.This Act is covered in our Privacy Policy and must be strictly adhered to by all staff members.Information relating to the business, principals or persons employed by the company and any other information relating to the company itself of which you are or become aware in the course of your employment is to be treated in a confidential manner.Your obligations of confidentiality continue indefinitely after cessation of employment.RESTRAINT OF TRADE:The employee may not, at any time during the term of this employment agreement and for a period of twelve (12) months after the termination of employment with the employer,(a) establish, purchase, or obtain an interest in, either directly or indirectly; or(b) become an employee ofany business which carries on business similar to that of the employer within a radius of one (3) kilometres from the employer, without the express written consent of the employer (provided that such consent will not be unreasonably withheld).DISCIPLINE AND GRIEVANCES:The employer and employee commit to the pursuit of prompt resolution of any discipline or grievance matter in good faith and will continue to fulfil their respective obligations under this employment agreement while the resolution process is in progress.The employee and the employer shall discuss any discipline or grievance matter and the employee shall be given the opportunity to respond to any concerns about the employee's performance or conduct. Except in cases of serious misconduct where summary dismissal is warranted, the employer will initiate a performance improvement procedure in an attempt to rectify the performance or conduct. Should the employee's performance or conduct not improve to the required level, their employment may be terminated.If a grievance matter is not resolved by discussion, it may then be referred by either to an agreed mediator, or otherwise to the Industrial Relations Commission.TERMINATION:Should you wish to terminate your employment at any time ONE month's notice is desired in writing to allow us to find a suitable replacement. The legal requirement is two weeks in the first year of employment if you are paid fortnightly but as much notice as possible would be very much appreciated.The principals are also entitled to terminate your employment without notice at any time for serious or wilful misconduct.DRESS CODE:Staff are expected to be well groomed at all times and choose clothing (styles and fabrics) that project a professional image, and that is in keeping with the practice environment in which you work.COMPANY POLICIES AND PROCEDURES:Macleay Optics has various policies for the effective and safe operation of the practice and the welfare of its Employees. The policies are contained in our Policies and Procedures Manual which is available in the practice. The Employee is to read this manual and is expected to observe and comply with these policies and procedures (as amended from time to time). A breach of these policies and procedures may render the Employee liable to disciplinary action, which may include termination of employment.ACCEPTANCE OF TERMS AND CONDITIONS:Please sign the attached copy of this document and return it to us to signify your acceptance of the Terms and Conditions contained in this Employment Agreement and the attached Position Description.Yours faithfully…………………………………… Date: ………………………..POSITION DESCRIPTION
Position Title
Practice Manager
Company
Date:
Direct reports:
Optical Assistant/s if applicable
Reports to:
Business Manager
2. Principal
Key
Relationships
Business Manager
Optical Assistant/s in other practices
Practice Optometrist
Other business people in the community
Suppliers
Principals
Primary
Objectives
The Practice Manager will :
Effectively and efficiently manage the day to day operation of the Practice.
Provide effective financial control of the Practice to meet sales and expense budgets in line with the Business Plan.
Develop a Marketing Plan which includes strategies to increase $/unit sales per client, recruit new patients and maximize patient retention rates in conjunction with the Principal and Business Manager.
Ensure effective and efficient verbal and written communication with all stakeholders in the Practice.
Maintain and manage stock categories and levels within the Practice to meet the particular needs of the practice demographics.
Quickly, accurately and efficiently fill orders for optical appliances to ensure all jobs are delivered when promised.
Advise and educate patients and other staff on currently available spectacle lens options including the features and benefits of each.
Demonstrate excellent sales and customer service skills and be able to explain the benefits of specific frames and lenses to the client.
Be familiar with the latest technology available in the industry and it's appropriate applications for patient's prescriptions and lifestyle needs.
Ensure that all patients receive the assistance they require through providing excellent customer service.
Demonstrate a high level of professional competence and problem solving skills to effectively manage patient enquiries and complaints.
Uphold the principles and professional standards of our optometry practice as reflected in our Vision and Mission Statements.
Key attributes/
Competencies
1. Customer Service Orientation
2. High Level of Sales Ability
3. High Level Communication Skills
4. High level of Professionalism
5.Team Motivation and Leadership Skills
6.Quality Orientation and Excellent Product Presentation
7. High Standard of Personal Presentation
8. Analysis/Problem Assessment Skills for Customer Complaints
9. Detail and Task/Achievement Orientation
Key Result Areas
Major Activities
Performance Measures
Management of the day to day operation of the practice.
Management of the routine daily tasks and staff within the practice including the regular upgrading and backing up of practice computer systems.
100% adherence by all staff to Practice Policies and Procedures Practice runs efficiently.
Computers backed up daily.
Virus programs up to date
Other programs kept up to date
Practice presents a competent and professional image to the public.
Complete banking and accounts/receipting as determined by policy and procedure
100% accuracy in banking and accounting/receipting
Policy and Procedure followed
Ensure confidentiality of patient information in all aspects of the practice operation.
100% adherence to Privacy Policy
Ensure security of the practice during normal operations and when closed.
No security breaches, alarm always turned on when practice closed.
Practice procedure followed by all staff 100 % of the time.
Undertake regular maintenance checks of practice building
Checks performed quarterly and maintenance report submitted to Principals
Required maintenance is done
2. Provide effective financial control of the Practice
Implement sales targets for frames, lenses and accessories that link into the main budgets and total sales goal.
Targets set and given to staff by 1/10/04
Implement expense budgets that link into the main budget
Targets set and given to all staff by 1/10/04
Monitor and provide timely reports, written and verbal to the Business Manager and Principal as requested.
Targets monitored (weekly, monthly, quarterly) Reports provided to Principal weekly and monthly.
Forward invoices/statements received by the practice to Parkes as determined by policy and procedure
Invoices etc forwarded promptly on a weekly basis to bookkeeper for entering into MYOB.
Manage Practice debtors to maximise cash flow position.
Cash position improved and patient client trial balance kept below $6000.00 each month.
Key Result Areas
Major Activities
Performance Measures
3. Develop a Practice Marketing Plan.
Develop a Plan for approval which includes strategies to achieve the goals determined by the Principal; increase $/unit sales per client, attract new patients and retain old ones. Work in conjunction with Management to develop/refine a plan.
Plan revised/developed by end of July.
Plan agreed and signed off by thePrincipal by the required time.
Practice newsletter produced quarterly.; Feb, May, July and Dec. to be distributed with industry newsletters.
Newsletters included in all recalls and patient purchases.
Participate in the development of a Marketing Plan with the principal and other staff as required.
Measurable increase in practice sales income as the business grows and marketing initiatives are implemented.
4. Manage practice stock and inventory levels to ensure targets and range requirements are met.
Set practice stock levels in conjunction with other management and maintain as required by policy
Coordinate and arrange for stock revisions with suppliers and do stocktakes as required
100% compliance with policy & procedure
Stock takes conducted twice a year
Return/swap over older stock in practice to maintain currency.
Collated stocktake figures provided to Business Manager
Monitor purchases of stock to conform to set stock levels, categories and practice budget.
Discuss stock requirements with manager so that frames needed are ordered.
100% compliance with budget and set stock level categories.
Appropriate selection of stock in dispensing area to suit patient profile of practice
Return all slow moving and expiring stock for credit and make notation for returns so credits can be tracked accurately
Returns made and credits listed entered into returns book and info forwarded to bookkeeper as per policy.
5. Provide accurate and timely invoicing and money handling
Invoice patients for all consultations and optical appliance orders as soon as practical prior to ordering.
Collect min. 30% deposit on all jobs prior to ordering.
Collect full payment for consultations at time of service and for optical appliances as services are delivered.
100% of the time provide the patient with an account on completion of dispensing
Deposits taken in all instances before jobs ordered.
100% of jobs paid for on collection.
100% achieve debtor targets as specified
Key Result Areas
Major Activities
Performance Measures
6. Assist patients with selection of products to ensure needs are met and sales are maximised
Maintain a current knowledge of available products in frames, sunglasses and accessories.
Advise and assist patients with selection of frames, lenses and/or contact lenses appropriate for their personal needs and fashion preferences.
Practice Lifestyle dispensing.
Up-to-date knowledge of frames, sunglasses and accessories maintained
Patient needs identified and accurate and professional advice and recommendations given
Knowledge of preferred styles of frames to suit shape of face, hair colour, age, lifestyle, occupation and personality.
7. Ensure the practice provides high quality, efficient and timely laboratory services.
Completion of patient jobs in computer and resultant supplier orders.
Verify quality and accuracy of all lenses received from laboratory by 11 am if possible
Contact laboratory regarding lens order that did not arrive on expected day of delivery then notify patient of the delay.
Accurately and efficiently complete all orders for spectacles as early as possible each day.
Where lenses and frames are both available, complete jobs, check, clean and package ready for collection then notify patients promptly by telephone.
Accurately and efficiently complete all repairs and adjustments while patient waits or as soon as possible
100% of jobs ordered immediately the deposit is paid.
Quality and accuracy testing of all lenses completed by 11 am from morning courier delivery
Lab contacted within 1 hour of order arrival
100% of jobs completed when patient comes to collect their job.
Orders completed by lunchtime.
Patients notified by 12 noon and times arranged for pickup.
Jobs completed before lunchtime each day and patients notified their jobs are ready
100% of requests for repairs and adjustments completed asap.
Advise patients promptly of appliances that are ready for collection or of any delays beyond what was promised. This should be kept to the very minimum.
100% of patients contacted by telephone on the day when jobs are ready to be collected
Service and product quality.
Oversee quality control of retail product to patients.
100% elimination of returns and complaints
Ensure that all products leaving the practice meet the highest standards for quality.
Minimise lens remakes as is
100% of patients happy with their purchase.
Follow-up call/happy letter sent to patients to ensure they are happy. Ensure all complaints are dealt with
Key Result Areas
Major Activities
Performance Measures
practice policy - get it right the first time.
Attend professional development courses to improve current knowledge of optical products, sales, business management and customer service.
immediately.
Follow practice procedures when clients are having problems with their spectacles or contact lenses.
Practice excellent customer service principles.
All staff attend at least one profess. Development course a year.
9. Maintain supplies of stationery and information materials
Order supplies of stationery (paper & envelopes) when supplies run low.
Attend to bulk photocopying of office forms and brochures.
Stationery levels checked monthly.
Immediate ordering of stationery when levels are low to ensure 100% availability of forms and brochures.
Manage patient relations - referrer and community.
Represent the practice in a public relations capacity at local functions when delegated.
Functions attended as required or requested by Principal.
Provide information to relevant community groups and persons
Contact list maintained
Contact made quarterly with Drs
Build relationships with clients to ensure patient loyalty.
80% retention of patients aimed for.
Referrals by patients of others to the practice.
Other responsibilities common to all staff members
- Ensure efficient and customer focused reception functions.
- Ensure the excellent practice appearance.
Greet patients and visitors in a bright, friendly manner and promptly ascertain the reason for their visit.
Book patients for appropriate appointments consistent with office schedules and practices.
Advise patients booking in for full consultations of full fee and changes to Medicare.
Answer patient queries wherever possible.
Answer incoming calls in a bright, friendly manner.
Redirect incoming calls to appropriate staff or ensure accurate messages are written down and forwarded to staff member promptly.
Immediate attention or acknowledgement of customers upon entry to practice (in 30 secs)
Polite/friendly attitude towards patients at all times
Prompt answering of phone as specified in Policy and Procedure
100% compliance with Appointment Procedures
100% accuracy in advising patients of charges
Answer patient queries only within your area of expertise. Refer to Optometrist for clinical questions
Telephone always answered according to correct practice procedure.
100% accurate message taking and delivery to recipients
Provide refreshments to patients if their stay may be prolonged.
Present for work well groomed and professional in appearance to give a good first impression to patients.
Attend immediately to any areas of the practice that need cleaning
Inform Principal of any matter where a patient was less that optimally satisfied with the service, money or time was wasted or a dispute has arisen with another staff member.
Advise Principal of news heard outside the practice that may affect any aspect of the practice
Refreshments provided as appropriate
Staff grooming and appearance Immaculate and professional.
Practice appearance immaculate - clean and tidy so as to present a professional image to all customers.
Incidents reported and recorded the same working day as occurrence
Issues handled as per policy and procedure
Accurate information conveyed in timely manner to Principal
BIBLIOGRAPHY.Bartam, T. Employment and the Law, Pro Vision Management Course, Module 3 2004.Brass, C. "the Language of change HR and TQM in context" HR Monthly , Feb 1992, p11.Efrat, Z. "Straight Talk about Job Appraisals", Management. Aug 2004. pp 20-25.Nankervis, A; Crompton, R and Baird, M. Strategic Human Resource Management , 3rd ed, Thomson Pub. Melbourne. 1999Rowe, B A; "Are your employees an investment or a cost?" Management Review, Vol 15, no.5 July 1990, p5.Stone, R. Human Resource Management. 3rd ed. John Wiley and Sons. 1998. BrisbaneStorey, J (ed.) New Perspectives on Human Resource Management , Routledge, London 1991, pp19-40
PAGE PAGE 6 Maryanne Dajkovich
