Doctor My Eyes...

If you have become shortsighted about your hired help then it's time to put on those staffing goggles.

Why? Because staff is your biggest asset. One more time, staff is your biggest asset.

For those of you who see staff as your biggest liability then hopefully this will be an eye opener. 

Hiring adequate staff seems to be a mystery that doctors are constantly trying to solve. What's the motive behind these?

“We aren't busy enough to hire anyone else.” 

“I plan on hiring someone when things pick up.”

“There's a 15 minute window between each patient and that should be plenty of time to get everything done, so why would I hire someone else?”

“I should have never hired Jack Slack but I feel so sorry for him so I have to keep him.”

“Patients will just have to wait because we can't afford more help.”

“If we get busy I'll just call my cousin who fixes kites to come and help us.”

“There have only been a few days recently when we couldn't keep up or get to everyone that came in”

“Don't you have any friends that would want to work here every once in a while?”

“My wife said she might stop by today and help us.”

What's busy enough? How do you know when things have picked up to the hiring point? Is the 15 minute window closing in on you? What do you mean by couldn't keep up?

Overloading staff with work to the point of obvious loss can come back to haunt you. I'm referring to staff that works diligently to stay on top of everything. You might honestly think you are making a wise business decision by running a skeleton crew to save money. Does the amount you are saving on labor outweigh inadequate staffing? Like rushing or neglecting patients, lost sales, RX errors, lost third party reimbursements due to human errors, the phone ringing off the hook, work piling up, staff turnover?

An understaffed medical practice may actually be your biggest liability.

Avoid focusing on staff using daily debt vision. What good does it do to compare what you collect from one insurance patient to what you pay your staff on a case by case basis?

Example: “We only made $15 on that patient and I have to pay you more than that so I lost money.”

Is this what you call a profit and loss statement? Way to go, we lost money because the patient didn't buy anything and you work here so I have to pay you. Save the daily comparisons for vent & bash staff meetings where everyone gets a turn. Your staff will be much more loyal to you if they are appreciated not depreciated. And remember you should never underestimate the value of any patient. You have no idea who that patient knows and that patient knows and on down the line. So think outside the singular patient box.

Working with staff that has gotten too big for their britches (I don't mean obesity) can be a huge challenge. They are so overly knowledgeable to the point of knowing more about the practice than the owner. If it weren't for them the place would fall apart or not exist, right? If you have staff that throws their weight around then tighten up that belt and start wearing the pants in your practice. It's your livelihood, your future, your dream, your investment; you should know every area of your business. Not that you want to micro or even macro manage the business but you don't ever want to get caught with your pants down. Staff will respect you more if they know you mean business and are giving it your all.

Be careful if you like to remind your staff constantly that they are lucky to have a job. How about this? They are not lucky to have a job, you are lucky that they chose a great profession and you as their boss. If that's not the case then better luck next hire. 

Speaking of new hire, maybe my list will help solve some staffing issues before interviewing.

I'm Just Saying List

Full Time- 30-40 hrs/week (may vary).

Part Time- Less than 30 hrs/week.

Big Time- The money that hourly staff gets for their extra hard work over and above their 40 hour workweek that sometimes comes with an explanation to the doctor.

Salaried- Staff's pay that is calculated annually not hourly. How many hours will you require your salaried staff to work?

ASAP Help- Look for mobile optical staffing in your area that can help out on short notice. Book them in advance for any upcoming gaps in staffing that you may know of. 

PTO- The well deserved time that the staff gets paid to be outta there. 

Bonuses- Who? What? When? Where? Why? How?

And So On or Etc. Time-The time that hourly staff spends off the clock but on behalf of the practice (bank runs after hours, errands on the way to work, post office runs, internet work from home) Do you expect it from them? Do you consider it a favor you will repay? Have you even given it a second thought?

Vacation Time- How does your staff accrue vacation time? Can everyone qualify? How far in advance do vacation times need to be requested?

Health Insurance- No way, yes way, how much do you pay?

Vision Benefits- Free or discounted exam and products for staff after so many days of employment? Will their family members be offered discounts?

Staycations- When staff is out of the office but offers to be reached at home. How do you compensate them for numerous phone calls or texts if you need their help?

Holidays-Which ones do you observe? Who is paid and who is not? Do birthdays count?

Lunch time- Do you stay open or close? Does lunch time last for 30, 60 or 90 minutes?

Sick days- The days that anybody who is contagious should stay away from the practice. For staff without paid sick days that need the money do you give in and let them stay at work sick? Do you require a doctor's excuse after 3 days of absence?

Break time- Are breaks scheduled? How long are they? Will you allow staff to work without taking breaks in exchange for leaving early?

Doctor- biggest resource

Staff- biggest asset

With all due respect, I'm just saying...

Ginny Johnson
LDO, ABOC