Is employee accountability lacking in your practice? Consider the very real possibility that you never actually told your employees what you expect. Sure, you’ve had some general conversations about the way you want things done. But nothing is written down and there is far too much room for the “I didn’t know I was supposed to do THAT” excuse. Create specific job descriptions for each employee – in writing, not just in your head. Define the job that each staff member is responsible for performing. Specify the skills the person in the position should have. Outline the specific duties and responsibilities of the job. Include the job title, and a summary of the position.

For example, your dental assistant’s job description might include points such as attending beginning of the day meetings, completing case presentations, reinforcing to patients the quality of care delivered in the practice, directing the doctor to check hygiene patients, completing post treatment care calls, converting emergency patients to new patients, turning the treatment room around promptly, etc.

Too often, employees are left to just “figure out” the job on their own. Tell them what you expect. You’ll both be happier and the practice will be more successful.

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.

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.

Use simple surveys to better understand your “market” and give your patients the opportunity to provide feedback on a regular basis. What you receive in return is information that can be used to make major gains in practice efficiency and treatment acceptance. Follow these guidelines and get firsthand information on what your patients really think.

1. Develop a clear objective for your survey. In other words, what do you want to learn from this survey and/or what decisions do you want to make based on the results.

2. Keep it concise and simple.

3. Ask several questions that require a “yes” or “no” answer.

4. Ask a few open-ended questions to elicit feedback from patients as to what they like most and least about the office. You will gather excellent information from these sections. Pay close attention. The feedback you gather will give you specific areas that can be improved right away.

5. Hand patients the form with a self-addressed, postage-paid envelope when they leave and mail survey forms to inactive patients. Or, better yet, email the form to all active and inactive patients, and make it available on your website.

6. Pay close attention to negative comments. If one person out of 100 complains about a specific problem, recognize that many people choose not to say anything. It’s easy to dismiss it as “only one complaint.” But that one complaint is speaking for many others who chose to remain silent on the issue.

7. Implement reasonable suggestions promptly. This demonstrates clearly to patients that not only do you want their input, you are prepared to act on their suggestions.

If your patients were to give you and your practice an evaluation, what would they say? Most wouldn’t. In fact, most merely leave without ever saying a word. Patients are leaving your practice and you don’t know it. Most of you don’t track it, and even fewer have any idea or make any effort to find out why.

Consider this: recent research reveals that less than 40% of the population goes to the dentist regularly. The majority are trying to get by on one or fewer visits to your office each year. And they will use any number of reasons to avoid you. For example: The practice hours are not convenient. There’s no place to park. The hygienist hurts me. The person on the phone is rude. They don’t accept my insurance. They don’t explain anything. They don’t answer the phone. I can’t leave a message. They charged me for a missed appointment. They are always trying to sell me something. The fees are too high. They can’t keep staff. I don’t like the smell. They don’t listen to me.

What dental teams might consider to be insignificant issues or minor patient problems are costing practices a fortune in lost loyalty. Obviously, it doesn’t take much to motivate patients to take their dental needs and wants elsewhere. Maybe it’s time you did something to change the pattern.