9.25.15 Issue #707 info@mckenziemgmt.com 1-877-777-6151 Forward This Newsletter

6 Reasons You Keep Hiring the Wrong People
By Sally McKenzie, CEO

Printer Friendly Version

When you first found Sarah, your new Scheduling Coordinator, you couldn’t believe your luck. Her resume was one of the first you received, and as you read through her list of accomplishments and past roles, you just knew she was perfect for the job. You brought her in for an interview without even considering any of the other applicants, and within a few short weeks she was officially part of your team.

The problem? Sarah isn’t living up to your expectations. In fact, she’s brought nothing but chaos to your practice. Your schedule is a mess, and you always seem to be running behind. Cancellations and no-shows are at an all-time high, and you’re not anywhere close to meeting daily production goals. This dream hire has turned into a nightmare – a nightmare that’s costing your practice thousands of dollars in lost revenue.

Sadly, this is an all too common scenario for dentists. They hire someone who seems perfect for the job, only to find out the person is either underqualified or doesn’t see the need to do any more than the bare minimum required to collect a paycheck.

If you’ve ever made a bad hiring decision, you know how damaging it can be. That’s why you have to make sure it doesn’t happen again. How, you ask? By changing how you approach the hiring process.

If the thought of revamping your hiring process sends you into a panic, don’t worry. I’m here to help. Here are six reasons you keep hiring the wrong people, and changes you can make to ensure you hire capable, confident team members who want to do their part to help your practice grow.

1. You don’t see the value in job descriptions. Most dentists roll their eyes when I talk about job descriptions, but trust me, they play a vital role in the hiring process. Create detailed job descriptions that outline what each position entails and what skills are required. This makes it easy for you to eliminate candidates who aren’t a good fit from the very beginning.

I also suggest sending out job descriptions to any candidates you plan to interview. Why? Once they learn more about the role and your expectations, they might realize the job isn’t for them after all, and will opt to bow out before wasting any more of your time or theirs.

2. You think generic want ads are enough. Sorry, doc, but if you want to attract the best candidates, you have to make sure your job listing stands out. Target your ad to the position you’re hiring, and use active words to describe the job. Remember to include information job applicants would want to know, such as location, hours, position status, benefits and, of course, salary range. If you don’t include a salary range, 50% of prospects will skip right over your ad.

3. You’re not reviewing resumes properly. You have to remember the resume is a sales tool and, unfortunately, many applicants exaggerate or outright lie about their experience. I know it’s easy to be taken in by a well-thought-out resume, and that’s why you need to recognize common red flags that tell you it’s time to put a resume in the circular file.

For example, if the resume lists skills, responsibilities and accomplishments but has no chronological record of employment or job details, the resume likely came from a job hopper. Notice large time gaps in employment history? That’s another red flag signaling it’s time to move on to the next applicant.

4. You think phone screenings are a waste of time. Many dentists would rather skip the phone screening and just get to the face-to-face interview. Don’t. These 20-30 minute phone conversations could end up saving you a lot of time, money and frustration. 

You can learn a lot about candidates during these screenings. Maybe one candidate has no interest in working the required weekend hours, or isn’t professional over the phone. By the end of the conversation, you’ll know if the candidate simply isn’t a good fit for the practice, enabling you to move on to the next applicant.

5. You’re not asking the right interview questions. Asking closed-ended “yes” and “no” questions simply isn’t enough, and certainly won’t tell you if a candidate is qualified for the job. Instead, ask questions that get interviewees to talk about their experience, and why their skill set makes them right for the position. If they give you vague answers, keep pressing. Remember, this is your chance to get to know applicants and decide if they’d make a good addition to your team.

6. Testing isn’t a priority. Once you’ve decided who you want to hire, your work isn’t done. The next step is testing. Ask candidates to complete pre-employment testing before officially bringing them on board, which includes an assessment test as well as a personality temperament test. Trust me, these tests reveal much more about applicants than interviews alone, and will help ensure you’re hiring the best person for the job.

Hiring new employees can be stressful, and one bad hire can cost your practice thousands of dollars. Follow these tips to make sure you hire the right team members who want to help your practice succeed.

Next week, 4 ways to improve your job descriptions and hire the best people.

For additional information on this topic and more, visit my blog: The Lighter Side

Interested in speaking to me about your practice concerns? Email sallymck@mckenziemgmt.com
Interested in having McKenzie Management Seminars speak to your dental society or study club? Click here.
Be sure to find us on Facebook! Facebook Page

Forward this article to a friend.

Susan Gunn
Printer Friendly Version

The Embezzlement Nightmare
By Susan Gunn

“I hate calls like these,” I thought as I hung up the phone. My heart ached. Another dentist discovered his long time trusted employee had been stealing his hard earned money from the practice. It had been my fifth such call this week alone.

He alternated from being angry about the theft, to having heartache for the loss of the relationship. “But, she’s worked for me for 18 years. How could she do something like this? I trusted her. She offered to repay me and gave me all sorts of excuses. What do I do now?

In most practice embezzlement cases, if just a few things had been done differently, the opportunity for embezzlement to occur would have been prevented - or at the very least, made it not so easy. Cross training staff and tightening internal controls are just a couple ways, but the biggest difference could have been made in strengthening the leader of the practice. Be the boss! Having a trusted employee steal from the practice ultimately serves as a wake-up call. The wake-up call message is this: “WAKE UP! Become involved in the business aspect of your practice.”

These are not business-as-usual times, so you cannot do the business of dentistry the same way you always have and expect positive results. Everyone’s economy has been affected. If you have let the “ownership” of the practice slip, seize it back now. In every professional practice (dental, veterinary, medical or chiropractic), I hear “Do what you went to school for and delegate the rest.” Sounds great, but it is a business myth - at least for a successful business.

Do you believe that Warren Buffet, Donald Trump or Bill Gates don’t oversee their businesses? They understand they must LEAD the business. Bo Bennett said, “Without initiative, leaders are simply workers in leadership positions.” If you are not leading the business of your practice, you are simply an employee. You are not a leader. You must not only run the reports, but understand the reports. If you do not understand them, then change their format so you can understand them. 

Do you compare the day sheets to the patient sign-in sheets? Do you study the bank statements and compare the software’s collections report to them? Do you analyze the credit card charges on the credit card statement? Do the bank reconciliations? Are you the most knowledgeable regarding the practice software? Who controls the passwords or do you have passwords? Is the security for the practice software to its full potential?

What about new hires? Are you the one to call references - Doctor to Doctor? Do you do background checks on anyone handling finances? Have you checked your insurance for Employee Dishonesty Coverage?

Speaking at a convention on embezzlement, an attendee once quietly & honestly responded, “Susan, I understand why you want me to do this, but I just don’t want to do it.” That’s why we had all of those lessons growing up, when our parents said, “Because I said so.”  We were hopefully trained to do the things we don’t necessarily want to do, but need to do anyway. It’s life. And, if you are not the boss of your practice, someone else will be.

This past year, I’ve been speaking to practice management consultants and practice management groups, training them on what to look for when they are in your practice.  They are your second set of eyes and ears. They will see things you will not see. They can help.

Practice Embezzlement is critically increasing. The reason for the economic shortfalls and embezzlement increases are the same. Greed. We want more and we want it now.  Some of us learned the difference between want and need. Some of us didn’t. The loss of the money is not the only loss when someone you trust embezzles. The greater loss is not something material. Money can and will be replaced. But experiencing a theft from someone you’ve greeted for a number of years, you’ve been there when they got married, when their kids were born, through the loss of parents, through sickness and health - it’s grief. It’s emotionally heart and gut wrenching. And the doctor AND staff walk through the stages of grief. Some doctors have become sick and others quit the profession because they were so grief stricken.

This betrayal of trust is overwhelming. It consumes your thoughts and your time and sucks your energy. I know this because I walk through it with my clients, every step, every day. 

If someone really wants to steal from you, they will.  But, it doesn’t have to be easy to do. Do not enable their theft by your ignorance any longer. It is not business as usual. Be the Boss. That’s the first step in preventing embezzlement.

Susan Gunn has over 20 years of business automation and computer financial software experience. She has been a Certified QuickBooks ProAdvisor since Intuit established the program, Advanced QuickBooks ProAdvisor and has written 22 books geared for professional practices sold internationally.

She is a Certified Fraud Examiner, with complete understanding of your practice, your practice management systems, and your practice's procedures. When embezzlement is suspected, she is able to investigate, interview and provide complete reports for prosecution and civil suit purposes. 

Susan lives in Arlington, Texas and is a popular speaker at many major state and national meetings. Her passion in providing the right business solutions for a practice is evident by the success of her courses.

Susan Gunn can be reached at susan@susangunnsolutions.com

Forward this article to a friend

Belle DuCharme, CDPMA
Printer Friendly Version

Insurance Denials and Appeal Process
By Belle DuCharme, CDPMA

“Justice is the insurance which we have on our lives and property. Obedience is the premium which we pay for it.” - William Penn

Dear Belle,
I just hired a new Insurance Coordinator after terminating the prior person for poor performance. I received some shocking news – there are literally thousands of dollars in claims that were not paid because the insurance companies did not receive them, and now the time is up for submitting the claims. I had no idea. What can I do?
Dr. Shocked

Dear Dr. Shocked,
With the help of your new Insurance Coordinator, investigate each claim for reasons why they were denied, because there can be many. If the insurance company is denying the claim because it wasn’t received, it could have gone out electronically but something was wrong on the claim so it never made it to the Clearinghouse. You would be able to check your rejection claim reports for the dates of submission. You may have to get help from your software support. Your previous Insurance Coordinator may not have checked this report and corrected the problems on the claims and resubmitted them. 

Every insurance company has a timely filing date that can be as little as 90 days or up to two years. Some insurance companies are willing to process legitimate claims beyond this date on a case-by-case basis. It is necessary to appeal these claims and I would appeal all of them.

If claims did get to the insurance company and you received a denial EOB but the claims were never followed up on with a timely appeal, these need to be addressed also. There are many reasons for denials, but most denials can be appealed with success if you follow the insurance company’s stated appeal process. Often, the insurance company received the claim but it was not adjudicated in a timely fashion, causing the denial based on timely filing.

Please see below a basic template letter form to edit and use to appeal for timely filing. Using the excuse of an employee’s poor performance or lack of knowledge may be a flimsy reason, but if your practice was hit with a weather disaster like a tornado, hurricane or earthquake that shut the practice down or a personal illness or Insurance Coordinator’s illness, this could be valid for reopening a closed claim. Reaching out to the insurance company on behalf of the patient is an excellent reason because the patient is looking to the practice to file correctly. Appealing the claims is the best course of action.

Letter Template:

Name of Insurance Company
Address (get address for appeals if it is different for claims)

Re: Appeal of Denial for Timely Filing.

Patient Name:
Group Number:                       DOS:
Subscriber No:                        Reference No.: (EOB#)

(Name of dentist or practice) is appealing the filing deadline for the following claim (claim #) for (patient name) and request that these claim(s) be reviewed and paid.

On (original submission date or DOS) we submitted claims for services rendered to the above patient. This was well within your timely filing deadline. (Or, if any other reason beyond your control caused the delay in billing such as provider illness, weather disaster, fire, burglary etc., document here.)

The promptly and properly submitted claims were neither paid nor denied by your company. On (date of resubmission) we resubmitted the claims for consideration. On (date of denial) we received a denial of the claims for “timely filing”. Please see the attached EOB from your company. 

I have attached copies of the original claims showing the date they were printed. Our office policy is to send all claims on the date they are produced. The printed date is the date of submission and is well within your deadline. Or: I have attached a copy of our Claims Submittal Report provided by our electronic claims clearinghouse showing that the original submission date was well within your deadline.

We respectfully request that these claims be promptly processed and that our office is paid for the services rendered to your subscriber as allowed by the State prompt payment regulations. 

If you have any questions, you are welcome to contact me directly at (phone number or email).

Practice Administrator Name (Title)

Don’t leave your hard earned production on the insurance denial table! For further instruction, sign up for a Business Training Program with McKenzie Management’s experts.

If you would like more information on McKenzie Management’sTraining Programs  to improve the performance of your team, email training@mckenziemgmt.com

Forward this article to a friend

McKenzie Newsletter Information:
To unsubscribe:
To discontinue receiving the Sally McKenzie management newsletter,
click on the link at the very bottom of this page for instant removal,
To report technical problems with this newsletter or to request technical help,
please send a descriptive email to: webmaster@mckenziemgmt.com
To request services, products or general inquires about The McKenzie Company activities
please send a descriptive email to: info@mckenziemgmt.com
If you would like to have any of your dental practice concerns answered personally by Sally McKenzie,
please send a descriptive email to her at: sallymck@mckenziemgmt.com
Copyrights 1980-Present The McKenzie Company - All Rights Reserved.