It’s about removing the personal side (which I believe you are), and setting clear expectations. If the expectation is for them to independently and effectively work together, and they cannot do that, they cannot work for you. I’d ask them each separately if they feel they can meet those expectations. If they can’t, tell them they need to consider if this is the job for them, or you might have to make that decision for them. However, be clear that the business needs to operate and be successful. Their actions (and inactions) are detrimental to the business. Assure them you are fully confident they can put personal matters aside and behave and interact professionally.
Is any of your population unionized now? You can do this as a phase in, perhaps starting with all new hires, and/or with any future job changes.
We do hold docs accountable in the same exact way we’d hold staff accountable. It’s not always that simple, as we know the challenges an unhappy doc can bring….however, it’s putting them on notice of expectations from the get-go, and making them aware of their stature, and how they are viewed in the hospitals by the staff, and how their behavior dilutes that authority and respect. Mandatory training is a great idea. It should be spun as a way to help them, not punitive.
Agree with Igor regarding an incentive. You might be able to approach the union and suggest an attendance award (monetary, gift card, or even an extra day of time off). It’s also important when faced with these types of challenges (that you cannot control, such as these new regulations) to strictly enforce the existing attendance policies to mitigate as much of the issue as you can.
When growth such as this occurs, many times, staff are concerned about how the potential changes will affect them, their role, and their overall value. One small suggestion that might have a beneficial impact would be to empower leaders, with traditional set parameters, scope, and role, with leading the charge of a new project from start to finish, empowering them to utilize other resources across the teams as needed. This could be within the current operations, branching them out within, (and freeing up other leaders to take on added responsibility to handle the growth), and will also engage other staff members (non-managers, etc.) to be a part of the growth and/or existing business success. Shuffling around roles, responsibilities, or giving them oversight of an initiative outside of their normal day jobs might create a sense of ownership to the overall success of the business (current and future). Good luck! -Laura