The acronym HR has always been somewhat intimidating to me. For a partner in a small business, human resource (HR) functions are a part of the job bucket, but not exactly my forte. Addressing employee issues can be time-consuming and frustrating, especially when your primary business responsibilities lie elsewhere. Give me sales and marketing any day.

Fortunately, our company has a full-time operations manager who does a fantastic job with team growth and development. My sanity has been somewhat restored, but it’s still in recovery from several years of HR trial-and-error and the hard knocks of dealing with employee issues for which I was not prepared. There is no way to summarize the lessons learned in the trenches, and there is no quick and easy recipe for HR. However, some basics can serve as a cornerstone from successful human resource practices for those of us who are non-HR professionals. Of the many lessons learned, my favorites are these:

Lesson Number One: Respond—Don’t react.

Straight out of the Career Tracks course “Criticism & Discipline Skills for Managers,” this is by far the most important lesson to take to heart. For a majority of private practitioners, employees are more than individuals in your office; they are family, often quite literally. As we know, there are advantages as well as challenges that accompany such a close-knit environment. When personal and business relationships meet that unforgiving gray area, train yourself to respond, not react, to any given situation. Reacting is emotionally driven and can exacerbate the issue. Responding means taking information, absorbing it, and delivering an action or reply. This is easier said than done, but it is an HR basic must-do.

Lesson Number Two: There is more than one way to view HR.

The cup is half-empty: Dealing with employee issues is a huge responsibility and not always pleasant. The good news is that you can manage it by establishing good basic ground rules and expectations for employment, examples of which are outlined below.

The cup is half-full: Being in a position to nurture an employee’s professional development and personal growth is a privilege. You have a unique opportunity to be both a resource to your employees and a mentor. This perspective positions you as a proactive motivator rather than a reactive disciplinarian.

Lesson Number Three: Lay the groundwork.

Clearly spell out expectations so that there is no question of what is required to remain employed at your company. It is hard for employees in a small office not to take business decisions personally. That is precisely why it is critical that company policies and expectations be clearly communicated at the beginning of employment and reinforced on a regular basis. Formalize policies in your employee manual, have each employee sign and date that they have read and understand company policies, and make sure everyone adheres to them, including you. When employee issues arise, the policies are your basis for drawing the line between personal and professional. At minimum, establish the absolute basics.

Many of us assume that everyone shares our work ethic and that it should not be necessary to codify the most basic of expectations in writing. However, failure to do so can leave you wide open to argument (or worse) if you find yourself in a position of needing to counsel an employee toward positive work habits. Focus on the fundamentals and build from there.

For example, basic requirements of employment at ABC Rehabilitation include the following:

• Timely arrival at work.
• Professional and courteous conduct toward clients and coworkers.
• Complete adherence to HIPAA regulations.
• Adherence to company policies regarding dress code; personal use of company resources (e-mail, phone, etc.); procedures for requesting time off, sick leave, etc.; and overtime policy.

Draft a policy for each major point, and you’re on your way.

By spelling out standard policies and basic employment expectation, you have the foundation for a solid business platform. Reinforce your expectations in staff meetings, during performance evaluations, and in your everyday actions. Lead by example, stay the course, lay the groundwork… and spend more time with your patients.

Reprinted from Impact Newsletter, Volume 1, Issue 9