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Welcome

Welcome. Developing A World Class Staff. Laurie L. Sorrenson, O.D., F.A.A.O. Austin, Texas. Laurie L. Sorrenson, O.D., F.A.A.O. Became owner: 04.18.95 Staff size: 12 FTE 2007 revenues: $2 million Member: AOA, Vision Source UHCO part-time practice management faculty

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Welcome

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  1. Welcome

  2. Developing A World Class Staff Laurie L. Sorrenson, O.D., F.A.A.O. Austin, Texas

  3. Laurie L. Sorrenson, O.D., F.A.A.O. • Became owner: 04.18.95 • Staff size: 12 FTE • 2007 revenues: $2 million • Member: AOA, Vision Source • UHCO part-time practice management faculty • Mollie Wright Armstrong Public Service Award, 2008 • UHCO 1985

  4. Dr. Sorrenson and staff Mission statement: To be the biggest and best optometric practice in Austin because we “wow” our patients

  5. What is the #1 problem in optometric offices? STAFF!!

  6. How do I motivate my staff?

  7. Bonus systems Do they work? Spiff (ex. $5 for every AR coat sold)? Team bonuses? Growth?

  8. 3 C’s to staff motivation*(Cash ain’t one of ‘em!) Collaboration -Must work together as a team Team meetings and team projects Content -Products and service are worthwhile and important… Choice -Autonomy in the “how.” Respect. *Punished By Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes by Alfie Kohn

  9. The 3rd “C” = Choice (autonomy) A fixed dollar amount for “patient recovery” Patient recovery = $ spent to fix a problem and make a patient happy Track, you will be surprised Staff should have the ability to fix a problem on the spot

  10. Punished By Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes by Alfie Kohn Get rid of bonuses and recognition awards Get rid of employee evaluations: observe and communicate on an on-going basis Respect, pay a good base wage

  11. Laurie's synopsis Pay well, pay fair……. then quit talking about compensation

  12. How do I make my staff productive?

  13. First, does your staff know your vision? Do you have open book management?

  14. Accumulate How can you improve if you do not know where you are? If you can’t measure it, you can’t manage it. If you track it, it almost ALWAYS improves!

  15. Staff meetings Use all team members to manage by statistics 1. Designate key statistics

  16. SMART test S – specific M – measurable A – achievable R - realistic T – time table

  17. Key statistics Gross sales Receipts Total pts – new vs. established Revenue per patient Production booked – do this! Contact lens pts Eyewear sales Multiple pairs Recalls – attempts and success LVC consults, booked, performed Telephone shopper conversion

  18. Compare #s to last year Other stats: Annual CL supplies Multiple pair sales Molded lenses Izon lenses Optomaps and optomap % Optical sales/# of pairs of lenses

  19. Set objectives Start with a yearly objective and work backwards Set monthly goals, then weekly Set doctor day goals

  20. Report Weekly and monthly Do MTD and YTD Compare to last year! Share Expenses information

  21. Affecting your bottom line Increase productivity (see more patients) Increase $ per patient Decrease expenses

  22. Increase productivity See more patients Delegation Scheduling Optos?

  23. Efficiency Analyze and improve schedule Consider taking a longer lunch and "bunching" your patients in the morning and evening. Analyze at weekly business meeting.

  24. Efficiencies to consider even when first starting out Maximize instrumentation and delegation Delegate most testing Delegate contact lens insertion Delegate insertion and removal training Delegate case history – you can review and add additional comments Staff needs to know how long preliminary testing should take. Keep clock facing staff.

  25. Pagers & lighting systems Lighting systems Can notify Can inform where doctor is Info what room is available Pager systems Can notify Alpha-numeric can send all info Hand-off

  26. Inexpensive option Doorbell! Can notify staff or notify doctor

  27. Optos can increase efficiency But MUST have high acceptance rate Staff following “the procedure” is crucial

  28. Should I get an Optos? Quick and dirty answer: If you are doing 200 compr. exams a month, it is a NO BRAINER…. Otherwise: Estimate by taking # of complete exams x 70% (acceptance rate) x $ per optomap. See if it makes sense in your practice

  29. Scribes WOW factor Efficiency Contact lenses - (trial lenses, insert & removal, review of care) Special testing

  30. What else can you delegate? Goldmann tonometry? Tonopen? Slit lamp evaluations on routine cl patients? Loose lens cl over refractions? Refractions? Pachymetry? Special testing - SLO, Visual Fields, Topography

  31. Worst number in business? One! Duplicate positions OR Duplicate tasks Cross train positions or cross train tasks NO TASK SHOULD ONLY BE ABLE to BE DONE by ONE PERSON!

  32. Training Train your staff Certification Continuing education Meetings One on one Learn by doing, not watching PPT presentations for each critical position *Int J Med Inform. 2004 May;73(4):341-8.An evaluation of one-on-one advanced proficiency training in clinicians' use of computer information systems. Kirshner M, Salomon H, Chin H.

  33. Remove distractions Lockers (cell phones, makeup, etc) Internet access software Consider surveillance The "Walk Around"

  34. 4 types of practice organization None Line Functional Matrix

  35. Organizational structure Office manager concept (the line organization) Doc Office Manager (queen bee??) Staff Staff Staff Staff Staff

  36. Organizational structure Functional Separate management centers (to take care of practice care duties) Front office Clinic Dispensary Lab

  37. The dreaded “It’s not my job!” Functional can cause overall functions of business to be overlooked or duplicated. Matrix defines who coordinated overall functions

  38. Matrix system Combines management centers with business functions.

  39. Business functions Sales (sales reporting, MTD, goals) Marketing (marketing calendar, brochures, etc) Finance (chair cost, managed care plans, accounts receivables, cost of goods) Patient care (procedures manual, forms, standards of care) Quality control ( educations, surveys, staff scheduling)

  40. Management centers Front office Team leader __________ Clinic Team leader __________ Dispensary Team leader __________ Lab Team leader __________ Other Team leader __________

  41. Organizational structure

  42. Be the CEO Quit giving all the answers You should be asking the questions!

  43. Benefits Empowered, more productive, staff Using all staff Clarity in roles and responsibilities More efficient overall communication and management No “queen bee syndrome”

  44. Implement systems Position contracts (job descriptions?) Not dependent on personality "Franchise" Mentality? - Consistent experiences - Create loyal patients to your office *E Myth Revisited by Michael Gerber

  45. Meetings (4 types)(Death by Meetingby Lencioni) - Daily check-in-Weekly tactical- Monthly strategic (or ad hoc strategic)- Quarterly off-site review

  46. Having a problem with staff? Phrase your problem (sandwich method) Keep it short and simple Clear expectations End your meeting Document

  47. Hiring and firing

  48. Hire Slow… Fire Fast!!!

  49. Hire slow… Be especially careful if you are desperate… Hire personality Personality testing www.humanmetrics.com($96 for 6 assessments) Check references (and listen) www.KnowYourStaff.com ($119 per 16 point profile) What about "attractiveness"? *Go with your Gut… *"Winning" by Jack Welch

  50. Fire fast! But learn your State's Labor Laws (or always call your attorney first!) Is your state law "At Will"? No easy way Simple and respectful Have check ready Get key Beginning or end of day usually best

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