Here are five ways orthopedic practice leaders can bring their staff members together to promote practice values and goals.
1. Incorporate employees from all levels in strategy meetings. At the quarterly strategy meetings, the Virginia Spine Institute gathers employees from all levels of the organization to discuss what the current initiatives from each department and how they can improve. "These meetings build ownership by the employees of the organization," says Thomas Schuler, MD, spine surgeon and founder of Virginia Spine Institute. If your philosophy is to be more inclusive rather than exclusive it has a direct effect on participation and buy in with changes and improvements to processes and procedures.
In the strategy meetings, the participants discuss a diverse range of topics, including the perceptions or misperceptions of patients at the practice and issues among employees. At one meeting, the Practice Administrator decided to revamp the organization's healthcare benefits because employees were unhappy with that aspect of their compensation. Changes in the way information is disseminated to patients, the process for checking patients in and out of the clinic and how employees are educated at the clinic occurred as a result of these meetings.
2. Ask staff members for practice improvement ideas. Employees at the Institute are actively encouraged to share their ideas for cost savings and are used to gauge proposed opportunities. Actively soliciting employees for process improvement ideas has reduced costs in a number of areas at the practice, including costs associated with the use of disposable coffee cups and photocopies, says Les Jebson, executive director of The University of Florida Orthopaedics and Sports Medicine Institute in Gainesville. "As our costs continue to rise and our compensation and collections flattening — it is simply not an option not to actively solicit and incorporate solutions for working more efficiently, without compromising quality."
3. Sponsor community events and encourage employees to get involved. Reach out into the community and sponsor events, such as kids wellness days or back pain awareness campaigns. Encourage your employees to become involved in the efforts either by volunteering at the events or attending them. If the event includes team activities, such as a 5k run or fundraising opportunities, your employees can form a team representing the practice. This is a good way to build comraderie among the employees as well as positively promote the practice.
4. Encourage employee education. Many new employees train to become medical assistants, or achieve a higher level of understanding of their jobs. During the process, employees who are already in that position can mentor those who are just embarking on their education. Educational advancement is encouraged even if it means the employee leaves the organization to take another job. The network of people connected to the practice expands, which is good for business. "Encouraging people to take advanced education improves our teamwork and makes us local and national leaders," says Dr. Schuler.
5. Train staff on the practice's values. At OrthoCarolina, staff and physicians are trained in customer service, he says. The practice relies on patient satisfaction surveys, the data from which is distributed weekly to physicians and staff. "We're also trying to develop things that aren't available in other places, things that anticipate the needs of patients and their families," says OrthoCarolina CEO Daniel B. Murrey, MD, MPP. Whether it's providing up front financial information about a procedure or helping patients figure out how much time they might need to take off from work for recovery, these extra efforts have an impact on the patient experience, he says.
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Where are Orthopedic Surgeons Most Highly Compensated? 3 Points for General Orthopedic Surgeons and Subspecialists
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In the strategy meetings, the participants discuss a diverse range of topics, including the perceptions or misperceptions of patients at the practice and issues among employees. At one meeting, the Practice Administrator decided to revamp the organization's healthcare benefits because employees were unhappy with that aspect of their compensation. Changes in the way information is disseminated to patients, the process for checking patients in and out of the clinic and how employees are educated at the clinic occurred as a result of these meetings.
2. Ask staff members for practice improvement ideas. Employees at the Institute are actively encouraged to share their ideas for cost savings and are used to gauge proposed opportunities. Actively soliciting employees for process improvement ideas has reduced costs in a number of areas at the practice, including costs associated with the use of disposable coffee cups and photocopies, says Les Jebson, executive director of The University of Florida Orthopaedics and Sports Medicine Institute in Gainesville. "As our costs continue to rise and our compensation and collections flattening — it is simply not an option not to actively solicit and incorporate solutions for working more efficiently, without compromising quality."
3. Sponsor community events and encourage employees to get involved. Reach out into the community and sponsor events, such as kids wellness days or back pain awareness campaigns. Encourage your employees to become involved in the efforts either by volunteering at the events or attending them. If the event includes team activities, such as a 5k run or fundraising opportunities, your employees can form a team representing the practice. This is a good way to build comraderie among the employees as well as positively promote the practice.
4. Encourage employee education. Many new employees train to become medical assistants, or achieve a higher level of understanding of their jobs. During the process, employees who are already in that position can mentor those who are just embarking on their education. Educational advancement is encouraged even if it means the employee leaves the organization to take another job. The network of people connected to the practice expands, which is good for business. "Encouraging people to take advanced education improves our teamwork and makes us local and national leaders," says Dr. Schuler.
5. Train staff on the practice's values. At OrthoCarolina, staff and physicians are trained in customer service, he says. The practice relies on patient satisfaction surveys, the data from which is distributed weekly to physicians and staff. "We're also trying to develop things that aren't available in other places, things that anticipate the needs of patients and their families," says OrthoCarolina CEO Daniel B. Murrey, MD, MPP. Whether it's providing up front financial information about a procedure or helping patients figure out how much time they might need to take off from work for recovery, these extra efforts have an impact on the patient experience, he says.
Related Articles on Orthopedic Practices:
Where are Orthopedic Surgeons Most Highly Compensated? 3 Points for General Orthopedic Surgeons and Subspecialists
5 Inexpensive Ways to Market Orthopedic Practices
7 Points for Orthopedic Practices Taking on New Physician Partners