Breaking Down the Barrier
"Cross Training” Can Leave Productivity Waning
nature – the difference between doing the job well and
just doing the job is in the commitment, attitude, and expectation
of each employee. If staff are simply expected to
“fill in” wherever they are needed, no one has
the opportunity to take ownership, to shine because the focus
is merely on getting the job done, not getting the job done
are as much a part of the successful dental practice as are
appropriate clinical tools. They are used to spell
out individual employee responsibilities, expectations and
how they relate to practice goals. They are not hints
dropped here and there in hopes that the employee might get
job descriptions should be written for each member of your
team, particularly your full-time scheduling coordinator,
financial coordinator, full-time patient coordinator, and
treatment coordinator. The job description includes
the job title, a summary of the position, a list of the responsibilities
and duties of the position. (If you missed my past
four monthly issues on business job descriptions - click
With input from the employee, establish individual
performance goals that complement practice goals,
such as increasing collection ratio to 98% or more, reducing
accounts receivable to 1 times monthly production, improving
treatment acceptance to 85% or more, maximizing the hygiene
schedule to 33% of practice production or making temporary
crowns in 10 minutes.
job expectations in writing, and establish standards for measuring
results. For example, if you expect collections to
be at 98%, tell your financial coordinator, help her to develop
a strategy to achieve that rate, including collections training
if necessary, and hold her accountable for reporting the result
at your monthly meeting.
On the other hand,
a general understanding of the day to day functions of each
job should be understood not only by the doctor (what happens
if all your employees walk!!) but by the closest job description
to that job. For example, the chairside assistant should know
how to post a patient's charges and payments or if you have
a patient coordinator she would be the back up to the scheduling
coordinator in case of illness, vacation or in between job
replacement. Adherence to job descriptions eliminates
the business bedlam. These basic steps address some
of the most important practice systems and lay the foundation
for significantly more growth in the practice.
If you take time
to think about what you not only want but also expect from
each position in your office, those days of practice pandemonium
will be the exception, not the rule.
VP of Professional Relations
for McKenzie Management
series of short weekly chores designed to keep the return
on investment in technology at its highest level.
If you missed any of the previous issues
Connecting Your Technology To Your Human Resources
you have one or ten business administrative assistants,
their job descriptions (if you have them) can be aligned
with their responsibilities of maintaining a smooth, clean,
efficient database. One of their performance requirements
should be to make sure they have and maintain such a database.
Think of it like having a “neat and clean”
If you have one business administrative assistant,
obviously, any business oriented database in your practice
management system is going to be assigned to them. But
what do you do when it’s time to grow? The answer
is a logical separation by job description.
Example - Scheduling Coordinator
properly prepared and trained scheduling coordinator
would be responsible for reporting their performance
by running a series of reports. The scheduling coordinator
should also be held accountable for the completeness
and cleanliness of the following databases within your
practice management system.
call tickler file
necessarily be the scheduling coordinator’s job
to do every piece of data entry. But, it would be their
job to recognize “garbage”, investigate
where it came from, and present corrective action at
the next team meeting.
We work very
hard with our clients to build productive cohesive teams.
Identifying responsibility, creating reporting mechanisms,
and measuring performance is part of that process. This
week’s tip is just one small way we might organize
a client office.
Missed any past issues of Sally's
(click an item to view archive)
Year Practice Resolutions 2003
Increase Production by 42%?
2. Set job descriptions for staff with performance measurements?
3. Reduce the accounts receivable by 15%?
4. Get a full one hour for lunch?
5. Bring on an associate dentist in the first quarter?
6. Increase perio treatment in the hygiene department by 28%?
7. Equip another operatory first quarter?
8. Increase fees 3% the first of March and October?
9. Teach dental assistants how to make temporary crowns?
10. Have 2 hour monthly meetings with system measurements?
will yours be?
out NOW how you can make your 2003
resolutions … REALITY!!!!
help with establishing performance goals for your team?
Performance Measurements for the
Book and Audio Tapes
Rate for this week's newsletter subscribers-$77!!!
before 1/17 and receive as an added bonus…
Sally McKenzie's Most Popular Lecture on DVD
Breakdown: The Hidden Signals of Practice
if ...as a Dentist, or Office Manager, you felt more confident about
the business side of dentistry and managing your team?
· Systems Management: Watching The Numbers
· Financial Management
· The Business of Dentistry
I know I'm lacking in the business skills I need to manage staff
and know the numbers."
How do I know if I need advanced business
Center for Dental Career Development
Advanced Business Education for Dental
737 Pearl St. Ste. 201
La Jolla, CA 92037
is sponsored in part by:
Data Express™ (SDX™)
Center for Dental Career Development