by | Jan 21, 2021

Case Study: Job Analysis – Matching Job Functions with Business Goals

Business: Private medical practice

Objective: The owner/manager of the private medical practice was concerned that much of his time was spent on the general running of the practice and less time was spent in clinic with his patients. This was a concern as he employed both a full-time office manager and a part-time receptionist to run the practice. Our objective was to investigate the following aspects to determine the issues and effectively address them:

  • Working relationships between the office manager and receptionist
  • Functions of the office manager and receptionist
  • General administrative processes within the practice

Process: Through assessing the existing job descriptions, conducting job expert interviews with the office manager and staff, and observation of the office manager and receptionist in their workplace, we were able to respond to the concerns which had been raised.

Recommendations:

  • A short course in managerial training for the office manager
  • Revision of the job descriptions – clarifying the roles and giving more ownership to the office staff
  • Improvement of processes relating to end-of-shift hand-overs and effective cover during staff absences
  • Improvement of processes to ensure operations continued smoothly regardless of the flexible hours worked by office staff
  • Outsourcing of some functions, i.e. medical typing
  • Introduction of regular catch-ups/feedback sessions between the manager and office staff as well as a formal appraisal process

Benefits:

  • Through specific training, employees had the necessary skills to perform their jobs successfully
  • Job descriptions gave the employees ownership of their roles, provided clarity regarding expectations and helped to motivate the employees, resulting in increased job satisfaction and improved performance
  • Ensured that all functions performed by the team members were aligned to the business objectives
  • Improved processes, decreased duplication and ensured the efficient use of time; full documentation of processes helped employees understand the task functions and requirements and reduced the reliance on one person who had all the information ‘locked in their head’
  • Regular feedback sessions let employees know how their manager regarded their performance in relation to agreed tasks and goals
  • Work relationships improved and there was less requirement on the manager to spend time addressing conflict within his team

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