Dental News - Eleven tips for success in your dental clinic Part II: CAPS & CLIMB

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Eleven tips for success in your dental clinic Part II: CAPS & CLIMB

Photograph: (Geralt/PixaBay)

Tue. 14. February 2017

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Today, I will share with you the knowledge I have gained within the past 25 years of managing and evolving my clinic so you can always be one step ahead and avoid mistakes I have made in the past. The third very important tip that I am going to share with you today in order to be and remain successful at your clinics is how to regain your power.

We learn a lot of things during our studies in the dental schools. We learn how to make the best fillings with great contours and biocompatible materials; how to treat a tooth that needs a root canal therapy, but do we really learn anything on how to find the best employee that will make our life and daily routine easier?

Firstly we should make a job analysis by listing the CAPS of the candidate. If we do not take the time to complete this process, we will not know from the beginning exactly what we are looking at and by this we will increase the risk of making the wrong choice.
If, for example, we go to the supermarket without our shopping list, what will we end up doing? We will most probably buy unnecessary things or even forget the things that we went in the beginning there for. My point here is that when we decide that we need to hire an employee we should know upfront what we are looking for, otherwise we might make mistakes that will cost us money and time!

Let’s have a look now what does CAPS stand for:
Capacities: The mental and physical abilities required to do the job. How smart and how strong (physically capable) must the successful applicant be?
Attitudes: such as customer service, orientation, team player, reliability, honesty, willingness to follow rules, problem-solving, loyalty, safety-consciousness, ability to follow through—Imagine having a receptionist who, although she is doing the job without a mistake, complains about everything all the time. Is that a person that you would love to have as part of your team?
Personality: traits such as competitiveness, assertiveness, attention to detail and sociability—Also search whether the person will manage his or her personality to get the job done, since as social scientists declare about 60 per cent of our personality traits are inherited and most of them are set by age nine. In other words: personality can’t be taught and it doesn’t change much over time.
Skills: Expertise required to do the job—Skills are the easiest job requirements to identify. We could do that by asking the candidate to perform certain tests. For example, if we are trying to find a receptionist we could ask her to translate an article, or through role playing to check how she responds in certain scenarios.

Have always in mind the quote ‘we hire them for the skills but we fire them for their attitudes’!

So finally we found our A-star employees and now what do we have to do in order to keep them?
The fourth very essential tip of today’s article that I would love to share with you is the different ways that we can use to retain our A-star employees.

Apply CLIMB to retain your team!

Now let’s explain a little what does exactly the acronym CLIMB stands for:
Challenge: Studies have shown that the main reason that our employees resign is that they are dissatisfied with their tasks. That’s why we should give them challenging duties to accomplish. And what will the result be? They will feel useful and they will find it difficult to leave from a job that offers them different and unique experiences.
Loyalty: Be human with your employees and do not be afraid that you will lose your power. Show interest in their problems and lay back in times that they cannot handle any more pressure.
Investment: Invest time and money to them so they will feel appreciated. During my lectures I get regularly the question that we reward them by giving them bonus and still they are not motivated enough, what shall we do? My answer here is that you must renew your reward system regularly.

Sometimes you can give them cash (as bonuses) or maybe you can offer them other kind of incentives, like buying them a free trip for vacation on Christmas, for example. Research has proven that the more powerful and effective incentives are the ones that are specific, tangible and non-cash.

Also please remember to ‘Reward not the best in sales but the best’ A major mistake that we usually do is to only reward the ones that bring money to our clinics. Instead we should reward the best in our practices, the ones that are completing their tasks in excellence unconditionally to what this task is.
Measurement: Conduct a fair performance appraisal every six months.
Building: Demonstrate your commitment to them by showing them opportunities of career development.

During the next issue we will analyse two new tips that will reveal new opportunities and potential of our dental clinics. Till then, remember that not only are you the dentist in your clinic, but you are also the manager and the leader.

You can always send me your questions and request for more information and guidance at:
dba@yiannikosdental.com or via our Facebook account.

Looking forward to our next trip of business growth and educational development!

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What does Europe’s new AI act mean for healthcare?

The future of the use of artificial intelligence in healthcare depends on a precarious balance between ethics, rights and safety. (Image: Ivan Marc/Shutterstock)
Dental Tribune International

Dental Tribune International

Wed. 27. March 2024

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STRASBOURG, France: The passing of the EU’s Artificial Intelligence Act (AI act) on 13 March marks a pivotal moment in the regulation of AI technologies, holding profound implications for various industries, particularly healthcare. This comprehensive legislation aims to establish a balanced ecosystem in which AI can thrive, fostering innovation while ensuring safety, transparency and adherence to fundamental rights. The act adopts a nuanced approach to AI systems by categorising them according to their risk levels, underscoring the EU’s commitment to a future where AI technologies are both beneficial and responsibly governed.

The act

The EU AI act is the first legal framework dedicated to AI, setting a global precedent for the regulation of AI. The act’s foundational objective is to harmonise AI regulations across member states, creating a unified market for AI technologies while safeguarding public interests and individual rights. Its regulatory scope is broad yet discerning, focusing on applications that pose significant risks to safety, privacy and fundamental freedoms. By delineating clear regulatory boundaries, the act aims to nurture trust and confidence in AI technologies among consumers and industries alike.

Classification and regulation of AI systems

Central to the AI act is the classification of AI systems based on their potential risk to society and individuals. High-risk categories encompass AI applications in critical industries such as healthcare, transportation and public services, in which the implications of malfunction or misuse could be dire. The act mandates stringent compliance for these high-risk applications, including rigorous testing, documentation and transparency measures. This classification is particularly pertinent to the medical field, where AI technologies are increasingly integral to diagnostics, treatment planning and patient monitoring.

The act unequivocally bans AI practices deemed unacceptable owing to their adverse impact on people’s rights and safety. These include manipulative AI that exploits vulnerabilities, indiscriminate surveillance and uses social scoring systems. In the medical context, this extends to AI use that could compromise patient confidentiality, consent and autonomy. High-risk AI practices in healthcare, such as those involved in patient triage or diagnosis, are subject to comprehensive assessments to ensure that they meet the highest ethical and safety standards.

Obligations for AI developers and deployers

For developers and deployers of AI, especially in sensitive industries like healthcare, the AI act delineates a set of obligations designed to ensure accountability and compliance. These include the implementation of risk management systems, adherence to data governance standards and assurance of human oversight in AI decision-making processes. The act also emphasises the need for transparency, requiring that patients and healthcare providers are informed and understand the AI systems’ workings and decisions.

Impact on medical AI innovation

Although the AI act introduces regulatory rigour, it is also crafted to support innovation. The legislation recognises the transformative potential of AI in healthcare, from enhancing diagnostic accuracy to personalising treatments and improving patient outcomes. By providing a clear legal framework, the act aims to foster an environment in which medical AI can evolve safely and ethically. It encourages innovation through provisions like regulatory sandboxes, which allow for real-world testing of AI systems under regulatory supervision.

Ethics and future outlook

At the heart of the EU AI act is a commitment to upholding ethical principles and protecting fundamental rights. The legislation mandates that AI systems, particularly those in healthcare, are developed and deployed with respect for human dignity, autonomy and privacy. It emphasises the importance of consent, especially in sensitive applications like genetic testing or mental health assessments. The act’s ethical framework serves as a guideline for developers, ensuring that AI in medicine advances in alignment with European values and ethical standards.

The long-term impact of the EU AI act on the medical industry and beyond is poised to be transformative. By setting high standards for safety, ethics and transparency, the act aims not only to protect citizens but also to establish the EU as a global leader in trustworthy AI. As the act is implemented and evolves, its influence is expected to extend beyond European borders, setting a benchmark for international AI governance. The careful balance it seeks between innovation and regulation could pave the way for a future where AI in medicine enhances healthcare delivery and does so with the utmost respect for human rights and ethical considerations.

Conclusion

The EU AI act represents a significant step forward in the regulation of AI, and the healthcare industry stands to benefit greatly from its provisions. By establishing a robust framework for the classification, development and deployment of AI systems, the act ensures that medical AI evolves in a manner that is safe, ethical and aligned with fundamental rights. As this legislation takes effect, it promises to shape the trajectory of AI in healthcare, fostering an environment in which innovation thrives within clearly defined ethical and regulatory boundaries. The EU AI act thus stands as a testament to the potential of harmonised regulation to steer technological advancement towards the greater good.

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