Recruitment pain points

Pain point personnel personnel management for therapists and small practices

The pain is already deep for many therapists and practices: they simply cannot find any or insufficiently qualified staff. Due to their own therapeutic activities and diverse administrative tasks in everyday life, they have neither time nor energy to deal intensively with the topic of personnel.

It is so important to deal with future-oriented HR work NOW. As a therapist, you know that a one-off procedure is not enough, that training for healing and prophylaxis is urgently needed. Sharpen the ax before you cut the tree.

Action versus strategic action

My daughter was prescribed physiotherapy a few years ago. At the beginning the therapist showed her three exercises, the execution of which she carefully controlled and which she should practice until the next lesson. The next time she had exercises demonstrated to her, corrected if necessary and expanded the repertoire of exercises. You are familiar with the procedure. The treatment didn't alleviate the pain overnight, but it kept getting better, more stable.

Your HR work is very similar to this process. Not acting or not practicing will only increase the pain for the future. And individual actions may help selectively, but permanently? Probably only to a small percentage. Unless you are one of the really lucky guys (which I would give you from the bottom of my heart).

Personnel management right from the start - don't worry

As soon as you want to hire the first employee, you have HR work to do, whether you want to or not. From my point of view, it only makes sense to think about your own ideas, necessary processes and urgent tasks at the beginning. And even if you have been self-employed for a few years, it is worth rethinking your own actions or making a change in direction.

Small companies and most of the self-employed in the health sector in particular have difficulties finding and retaining qualified specialists. And maybe the term "personnel management" alone gives you stomach ache or you think that this is only something for large companies. Not at all. you can build that up step by step. Expand, according to your needs. With or without outside help. But when you start investing or restarting, you should first start with a few basic, strategic issues approach:

  • What is your goal for your company, your practice? What should it look like in three, five, ten years?
  • What kind of leader do you want to be? You should go into detail there. Also look at your own resources.
  • Which people do you most like to work with?
  • Which qualifications do your employees need at the beginning and which after a while?
  • What obligations do your employees have and what are you willing to do as an employer (working conditions, benefits, working atmosphere, further training, etc.)?
  • What should make you special as an employer (so-called "employer branding")?

We deal with most of the disappointments and latent dissatisfactions if we do not have precise ideas or if we do not consider possible difficulties. With these basic thoughts you shape your self-image and your personnel strategy. You can then expand or adapt the resulting concept step by step parallel to the development of your company.

This memole magazine article helps you to make good personnel planning for your therapy practice.

From strategy to implementation

The strategy gives rise to many questions and uncertainties in the implementation and it often starts with the search for personnel. How do you define a profile or formulate a job advertisement. How do you do the best? Which ways of recruiting are there? There are now job portals for sub-markets, such as therapeutenonline.de, medi-jobs.de, etc. Would it make sense to offer more internships and develop employees? Do you use your networks? Employee recommendations? Which recruiting channels have been successful in the past?

When selecting personnel, you should have clear criteria, but at the same time maintain a certain degree of flexibility. Maybe your dream candidate is there, but she only wants to work part-time? You are in control of the design. This is one of your advantages as an employer.

When selecting personnel, a four-eyes principle is always valuable in job interviews and gives confidence in making decisions. You can conduct, reflect and analyze the conversation together.

The "life cycle" - phases in employee life

Once you have decided on someone, you need a good employment contract, you need documents for the payroll and someone to carry them out.

Once the employee is on board, the process continues: the induction should be well thought out and well-founded and regular feedback meetings should be provided. Consciously take your time here and agree on milestones and desired results again and again. Listen to what your employee needs, define your requirements, determine actions and implement them.

This attention and commitment, together with your clear strategy (see above), will help you enormously when it comes to employee loyalty. Just like annual employee appraisals with target agreements and opportunities for further development.

You can then gradually develop your personnel concept further, for example by choosing more precisely which additional (possibly tax- and SV-optimized) benefits you can and want to offer: old-age provision, credit card systems, ÖVP tickets, training, working time models, daycare subsidies Etc.

Unfortunately, employer life is not only characterized by successful new hires and further development. The employee leaves your practice permanently or temporarily (maternity leave, parental leave, care) or you have to issue a warning or notice - with all the necessary formalities. In addition to all emotionality, it is helpful and relieving if you have a contact person who accompanies you, supports you or even takes on tasks.

In large companies, divisional managers can focus on their specialist and management roles and have a personnel expert at their side who supports them and regulates the contractual matters. Self-employed small businesses tend not to have that.

Your role and your well-being as boss and boss

In addition to the many individual stations in employee life, it can be helpful and supportive to look at your own strategy, approach and leadership role with a HR expert at certain intervals. Such a sparring partner can give you security in current problems through current specialist knowledge and diverse experience and act as a coach for you. Because some incidents can also be stressful for yourself. So you act for yourself with self-care and train important points.

This closes the circle in employee life and also to the pain of therapists and practice owners in HR work.

Take courage. Every step counts.

Like any good therapist, I want to encourage you: doing nothing and burying your head in the sand doesn't help. But every little step and every well thought-out action at the right time does. And luckily there are specialists who are at your side from time to time or with continuous support with advice and / or action, without being permanently on your payroll.

The author

Katja Raschke is an experienced HR expert and business coach. With HR specifically - personal management & coaching independent since 2008, she supports small and medium-sized companies in all topics related to effective personnel management. As a coach, she accompanies entrepreneurs on all aspects of personnel, their own role as boss and personal development, potential and resources.

She is also a business coach for people in career change and is therefore very familiar with the needs and needs of the other side.

If you would like to work with her, you can contact her:

Write an email to [email protected]
In a first free conversation (30 minutes) you can clarify the possibilities of cooperation.

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/ by silkeKeywords:2019, occupational therapy, job exchange, free of charge, speech therapy, employee search, physiotherapy, physiotherapy practice, practice, practice owner, therapist