Dental Tribune United Kingdom Edition

24 United Kingdom EditionDCPs February 6-12, 2012 T he introduction of Clini- cal Governance into NHS dental practices is de- signed to increase consistency in standards of care and service. Although policies and proce- dures are the cornerstone of consistency, their effectiveness depends on the essential human factor to ensure they are trans- lated into improved outcomes. All the policies in the world will have no effect if the team mem- ber is overwhelmed by stress. This article looks at this issue of stress and considers ways to harness the human factor to im- prove the quality of a practice’s service. It is has often been noted that there is a causal link between a positive mental attitude and suc- cessful businesses. This is espe- cially true of successful dental businesses which rely heavily on the quality of the relation- ships between patients and the dental team. Many managers comment to me that a particular member of their team has great technical skills; whereas their interpersonal skills are not so good. Interestingly, it’s not unu- sual for the team member’s co- operation and communications being particularly poor at the beginning of the day. A practice manager once told me she knew what mood the hygienist would be in by the sound of his tyres on the gravel outside the practice. She went on to say: “He just is not a morning person. He needs about an hour to come round.” Although some people can put out the lights at 10pm and sleep soundly until morning, others find it difficult to sleep be- fore 1am and have trouble get- ting up. Difficulty in getting to sleep can also be linked to dread of the long day ahead. Those who suffer from work related anxiety tend to look to sleep as a comfort bubble or refuge, and long term sleep disturbance only compounds the problem. Work-related stress is linked to a number of factors: 1Poor work organisation (the way we design jobs and work systems, and the way we man- age them) 2Inadequate training 3Unsatisfactory working con- ditions 4Lack of support from col- leagues and supervisors Research findings show that the most stressful type of work involves demands and pressures that are not matched to workers’ knowledge and abilities; where there is little opportunity to ex- ercise any choice or control, and where there is little support from others. We should remember that health is not merely the absence of disease or infirmity but, ac- cording to the World Health Organisation, is a positive state of complete physical, mental and social well-being. A healthy working environment is one in which there is not only an ab- sence of harmful conditions but an abundance of health-promot- ing ones. The Health and Safety Executive requires employers to ensure the pressures on employ- ees are appropriate in relation to their abilities and resources; to the amount of control they have over their work, and to the support they receive from col- leagues and managers. In a large organisation, this could include continuous as- sessment of risks to health, the provision of appropriate infor- mation and training on health issues and the availability of health promoting organisational support practices and struc- tures. In smaller organisations, such as most dental practices, the practice manager plays the key role in helping team mem- bers thrive in a healthy work en- vironment. The practice manager needs to be able to communicate well with the team on a frequent basis, ensure their workload is properly organised, and be able to appraise their performance to match the work to their abili- ties. A well developed training and support culture will not only increase practice productivity, it will also reduce the levels of stress and anxiety within the team. In a challenging business and regulatory climate, the im- portance of getting it right in the workplace has never been greater. We know the chances of success are enhanced through the introduction of clear policies to underpin the delivery of care and services. However, although policies and procedures are the cornerstone of consistency, they also require well trained, positive team members to make them work. The easiest way to achieve this is a team organised and supported by a skilled practice manager. All of these skills and more are included in the Den- tal Business Academy’s BTEC Professional Diploma in Dental Practice Management. Contact us before 30th September and receive a five per cent discount on the fees. More details can be found at www.thedentalbusines- sacademy.co.uk. Introducing the world’s best set of policies and procedures will come to nothing if you do not have a relaxed, organised and well managed dental team. DT Glenys Bridges looks at ways to improve the quality of a practice’s service Practice management and the pernicious effects of stress ‘A healthy working environment is one in which there is not only an absence of harmful conditions but an abundance of health-promoting ones’ A lack of sleep can have a major effect on someone’s work About the author Glenys Bridges is an independent dental team trainer. She can be con- tacted at glenys.bridges@gmail.com