Hiring and the team

The clinic is its people, and the wrong hire costs more than a bad month. After this module you know when to hire, how to hire an injector, what an offer should contain, how to keep the people you have, and why written procedures are the thing buyers ask to see first.

When to hire

Finance 8 has the test: the current book is full (utilization above 75 percent and rebook above 55 for two months), you can name where the first 60 days of patients come from, the three-times rule works at month four revenue, and runway stays above two months after the hire. If any of the four fails, the hire waits and the fix is the schedule or the funnel.

Hiring an injector

1. Write what the job produces, not what it does. "$25,000 a month of service revenue by month six, rebook above 55 percent, units per patient in line with the clinic." A candidate who flinches at numbers is telling you something.
2. Ask for the numbers from the last job. Monthly production, rebook, how many patients followed them. Good injectors know; great ones bring a spreadsheet.
3. A working interview. A paid half day: one consult observed, one treatment on a model with the medical director present, one checkout. Skill, bedside manner and whether they ask for the rebook, all in four hours.
4. Check the license, the training and the history with the state board before the offer, not after.
5. The offer: base or hourly, the production plan (Finance 8), the ramp (a guaranteed floor for the first 90 days), what is expected (rebook, charting, retail), and the non solicitation your attorney drafts. Never a non compete you have not had checked; many states do not enforce them.

Hiring the desk

The desk is the conversion engine (Operations 1). Hire for warmth on the phone and comfort asking for the booking; teach the software. A five minute phone role play in the interview tells you more than the resume: "A patient calls asking how much neurotoxin costs. Go." The answer you want ends with an offer of two times.

Keeping them

• Pay on production, transparently. Every provider sees her own numbers monthly (revenue per hour, rebook, retail attach). Nobody argues with a number they can see.
• A path. Lead injector, trainer, a share of the membership program, a second location (Operations 10). Injectors leave for a title as often as for money.
• Training that costs you something. A course a year, paid, with a repayment agreement your attorney drafts if they leave within a period.
• Protect them from the schedule (Operations 2). Burnout is a scheduling problem before it is a person problem.
• Ask. A 20 minute conversation each quarter: what is working, what is not, what would make you stay. The injector who leaves without warning almost always warned.

Written procedures

A buyer asks for the SOPs before the P&L (Advanced 5). Not a binder; a shared folder with one page per routine: opening, closing, the consult, checkout, the inventory count, recall, a complaint, a reaction. Written by the person who does it, reviewed once a year. The point is not compliance. It is that the clinic runs the same way on the day the lead injector is out, and that a new hire is productive in two weeks instead of two months.

Contractors, and the trap

Injectors on 1099s are common and frequently wrong in the state's eyes. Control of the schedule, the pricing and the protocols usually makes them employees, and misclassification is an audit finding with back taxes attached (Finance 10). Ask your attorney and your CPA before the first contractor is engaged, not after.

Try it yourself

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