Sally McKenzie,CMC President McKenzie Management SallyMcK@mckenziemgmt.com 1-877-777-6151 Ext. 11

Breaking Down the Barrier
"Cross Training” Can Leave Productivity Waning

Remember human 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 well.

Job descriptions 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 the message.

Results-oriented 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 here)

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.

Provide 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.