A quarterly assessment of your staff's success will allow you to properly gauge your practice's human resource needs. You may find that a particular job can be accomplished on a part time basis and then restructure your needs accordingly. You can also consider giving some ancillary personnel the option of unpaid time off whenever physicians are on vacation or conferences, or in slower periods during the year. Often employees are more than willing to take some unpaid time and will jump at the chance for an extra week off during the year. This option will help avoid practice burn out, which seems to be an ever increasing side effect of working in a medical office. At any rate, it will help you to conserve revenue and give your employees something to look forward to at certain times of the year.
Meetings : Every practice should schedule a quarterly meeting where members of the professional and management staff are in attendance. The meeting should address the strengths and weaknesses of the office for each quarter, by examining the number of new and return patients, the number of procedures performed, and collected practice revenue for each location. Comparisons should be noted and any reason for decline in revenue should be immediately addressed. Often trends continue in a downward spiral if they are not properly addressed and carefully examined. There may be an error in your billing system or a problem with your credentialing with Medicare or the commercial insurers.
In addition to meeting expectations each quarter, office equipment, and marketing needs should be analyzed and clear plans for forward growth should be outlined. The office manager should present significant statistical data to physicians and staff and a future plan for each department should be part of this agenda. Don't forget that your practice is a corporation and should be subject to the same analysis as any other business looking toward future growth and continued success.
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