1. Always offer to help the caller. If a patient calls and wants to speak to the doctor and he/she is not available, take this approach: “Doctor Thomas is with a patient. This is Jane, could I help you?” If the patient insists on speaking to the doctor, politely ask, “Could I please have your name and number, and I’ll see that Dr. Thomas receives your message.”

2. Screen with skill and grace. “May I tell Dr. Thomas who is calling?” Avoid putting the patient on the defensive. Eliminate questions such as “What’s this regarding?” Or “Why are you calling?” Rather, take the helpful, concerned approach. “Mrs. Smith, if you could give me just a bit of information, I’m sure I can help you.” The patient must be treated like a welcome guest not an annoying interruption.

3. Avoid patient pinball. Rather than bouncing patients around the office, tell them that you will be happy to check on that matter and get back to them as soon as possible. Or, better yet, get the person they need immediately, “I’m sure Sue the business manager can help you. Can you hold while I get her?”

4. Always offer solutions. “Mrs. Smith, let me see what we can do to help. Can you hold for a moment while I check on that?” And if you make a promise, keep it. “Mrs. Smith, I will give you a call back before noon with the information.” Follow through on your pledge.

Telephone scheduling requires skill, professionalism, confidence, and finesse – not necessarily qualities than anyone off the street will just walk in with. Make sure the person(s) whose job(s) requires extensive phone communication with patients possesses the necessary qualities. Candidates with a clear voice, enthusiasm, and a positive demeanor will be more likely to succeed in this position. But as usual, personality is not everything; it also demands training and preparation.

Remember, on the telephone, you have only your voice. Patients cannot hear facial expressions; they cannot see non-verbal queues. They form a picture of the person answering the phone and an opinion of the professionalism of the practice based exclusively on the quality and tone of the voice and how that person comes across verbally. Telephone sales people keep a mirror at their desks. They understand that the expression on their face is conveyed in their voice. Are you smiling and happy or stressed out and tense? Answer the phone as if you were greeting the patient face-to-face.

You are. And if you see that patient retention is not keeping pace, it’s time to find out why. Patient retention begins with education. The hygienist and/or the doctor should show the patient existing or potential problem areas with the aid of an intraoral camera, preferably, or a hand mirror. The more information conveyed to the patient while s/he is in the chair, the more likely s/he will schedule and keep the recommended appointment.

Communication between the hygienist and the doctor regarding the patient’s condition and concerns should take place either before the doctor enters the treatment room or explained to the doctor when s/he begins the examination. It’s imperative that the doctor is aware of existing conditions and potential treatment areas that the hygienist has discussed with the patient.

Additionally, it’s essential that the business staff avoid minimizing recommended treatment with comments such as “a little cavity,” “a routine cleaning,” “call us when you would like to get that taken care of.” These and similar comments minimize the importance of oral health care and the need for prompt treatment.

When was the last time you assessed the effectiveness of your recall program? This formula should be completed at the beginning of each month:

A. How many patients total are due for recall appointments this month?
B. How many patients are unscheduled before the follow-up contact begins?

Subtract B from A and divide the total by A. This gives you the percentage of patients who responded to your recall notices and called to make an appointment. A 33% or higher return rate should be realized. If the percentage is lower, take a close look at recall procedures as well as conversations that the doctor and the hygienists are having with patients about regular dental care.

At the end of the month, note the number of recall patients treated during that time period. However, don’t include prophys done on new patients, and avoid counting those who received gross scale and then fine scale or quadrant scaling and curettage. Only note recall prophys. Divide that number by the figure you wrote down for A. This will give you the percentage of patients retained for the month.