How many minutes do you lose every day on unproductive tasks that should be handled by someone else? Thirty? Sixty? Ninety? Most likely, you don’t keep track. If you did, it would be entirely too depressing. Consider for a moment what you are doing when you are most productive. I bet it’s what you enjoy doing the most – the dentistry. When you are least productive you are probably handling all of the issues that come with running a practice – e.g. hiring employees, explaining procedures, managing conflict, responding to concerns with patients, paying bills, explaining fees, answering the common everyday questions, and the list goes on.

Certainly, all of the aforementioned duties are part of daily life in a busy dental practice. The problem is that many dentists begin their careers doing various jobs and wearing several hats. Over time, the majority of these responsibilities need to be delegated and managed more effectively by others. But work hoarding is a problem for many practitioners. The consequence is valuable minutes and hours frittered away on …

Revolving door hiring practices - Employees come and go on a regular basis.
Team Trainer – You take it upon yourself to “train” new hires.
In-office IT Expert – You like to “tinker with technology.” When there is a problem with the computers, you believe you must be the information technology expert.
Firefighter –You are continually putting out fires, i.e. dealing with the daily problems, situations, and crises that arise.

Shore up your management systems and you’ll spend far more time and energies on those productive activities that you enjoy the most and will take your practice the furthest.

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For additional assistance please visit our New Dentist Resources page under Practice Management at http://www.thenewdentist.net/resources.htm

The office manager is like the chief operating officer of the corporation, and the dentist is the CEO, chief executive officer. It is critical that this person receive professional training that is tailored specifically for dental office managers on the “business” of dentistry, including practice management systems.

When selecting an office manager, keep in mind that a “good employee” does not necessarily make an effective office manager. The position goes well beyond being a loyal team member and working well with staff and patients. This person should be a natural leader. S/he should be comfortable taking the reins on an issue and addressing it. Being a good problem solver by nature is essential because the office manager, not the doctor, should be the first point of contact for the patients and the staff when issues arise.

Not every practice needs an “office manager.” Some doctors are comfortable managing the practice as well as doing the dentistry, while others do not want to be burdened with the management responsibilities. But don’t toss around the term “office manager” lightly. This is a position that carries significant responsibility and requires specific skills. If you do appoint an “office manager,” give him/her the tools to succeed, specifically, professional training.

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For more information about Office Management you can leave your comments/questions here or contact a Dental Practice Management expert direct at 877-777-6151

Hope you had a great Thanksgiving Holiday!  We know a few New Dentists out there are planning to open a new practice and are currently thinking about hiring staff to help run it.

So, who do you hire first?  You could say it’s a bit like the chicken or the egg analogy, which comes first, the business employee or the doctor’s assistant. For new dentists who are opening their first practices, few can afford to hire multiple employees, so they typically must choose between hiring an assistant and hiring a business employee initially.

There are advantages and disadvantages to hiring either at the outset, but dentists should look for an assistant with front desk experience. In addition, if the new practice has computers in the operatories many of the front desk duties can be handled chairside, such as scheduling appointments and collecting payments. And if the doctor has an assistant, s/ he can work out of two rooms and that helps to increase production.

If the dentist is hiring an employee to perform both jobs temporarily s/he should hire for the business skills. That person needs to be nurturing and friendly, but s/he also need an analytical and logical side because s/he will be handling insurance, asking patients for money, organizing the schedule. Additionally, think long term. A new dentist wants to look for someone that they would like to keep on staff for many years.

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We invite you to share your thoughts with us here.  Have a hiring nightmare story or question? Let us know.

Need more help with Hiring The Right Employee?  Check out our Recruitment and Hiring section of our Bookstore at  http://thenewdentist.net/recruiting-hiring.htm

So, you’ve decided it’s time to hire an office manager. It will be essential that this person possess a set of skills that goes beyond being a loyal employee and working well with staff and patients.

S/he should be a natural leader and comfortable taking the reins on an issue and addressing it. Being a good problem solver by nature is essential because the office manager, not the doctor, should be the first point of contact for the patients and the staff when issues arise.

S/he needs to have the right personality traits for the position, both personable and efficient. Additionally, if this person is going to be best utilized by the practice s/he should be comfortable working with numbers and be able to access as well as fully understand practice reports. Moreover, the office manager must be able to work well under pressure; s/he will be pulled in multiple directions.

But that is just the beginning. You’ll need to determine your definition of “office manager.” A “true” office manager is responsible for overseeing practice overhead and her/his most critical duty is effectively managing the office’s human resources. This person is in charge of recruitment, hiring and firing all employees, performance reviews, schedules, grievances, raises, salary reviews, employee policies, team meetings, overseeing and managing the all of the business measurements, analyzing fees, and profit and loss reports just to name a few. The duties can be many, which is why the specifics of the job description should be customized to best fit the needs of the individual practice. Most importantly, this person should have access to professional training.

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Need more help with Office Manager Training?  McKenzie Management offers great resources right here: http://www.mckenziemgmt.com/atc-officemanager.htm

Sally McKenzie is the Publisher and Owner of The New Dentist Magazine. She can be reached at Toll Free 877-777-6151 or via email at Sally@thenewdentist.net

New dentists often look at a “small raise” and think to themselves, “What’s another buck-fifty an hour? S/he’s a loyal, hardworking staff member who has helped me establish my new practice.” That may well be the case, and you may sincerely want to give the raise. Just make sure you make a truly informed decision. Take 10 minutes to conduct an Employee Salary Review.

Here’s why, every increase in salary, no matter how seemingly small and insignificant has a direct impact on your overhead. The Employee Salary Review is a clear and simple mathematical tool that you can access immediately to determine exactly how much more money you’ll need to collect each month to cover that “itty-bitty” increase.

Don’t fool yourself into thinking that any raise is so small its impact won’t be felt. Without a clear plan to increase revenue, a little raise here and there will rip through your profits, and I guarantee you’ll be stunned at the thundering impact.

To ensure that salaries do not exceed 22% of average monthly collections, you must have a plan to increase revenues to balance the impact of the raise. If the team wants to make more money the practice must make more money, and employees are vital in accomplishing that.

First, take a look at collections. Your financial coordinator should achieve daily collections of 45% or higher. If you don’t already have one, establish a collections policy with treatment financing options and follow it.

Monitor your money monthly. Review the aged accounts receivable report every 30 days. It should list each account with an outstanding balance and date of last payment. Total all monies over 90 days delinquent. The percentage should not exceed 15% of your total accounts receivable. If it does, delinquent account calls need to be accelerated.

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Need more help with Employee Performance Reviews?  Our bookstore offers great resources right here: http://thenewdentist.net/performance-measurements.htm

Sally McKenzie is the Publisher and Owner of The New Dentist Magazine. She can be reached at Toll Free 877-777-6151 or via email at Sally@thenewdentist.net

A finely tuned employee reward system is essential if your objective is to motivate your team to achieve specific goals. It can be tailored to recognize both individuals, groups, and the entire team. It should have specific criteria and objectives. However, it’s important to note that a reward system is not a bonus system.

But what kind of a system will be well-received by the team? Find out.  Involve them in designing the reward program. Be sure to establish a budget and let employees know that resources are limited so creativity is important. It can be very effective for the doctor to start “on the spot” rewards with small gift cards of $5 or $10. This will not only be greatly appreciated, but it is an excellent way to encourage staff input and ideas into the program.

Remember there must be a distinct relationship between what an employee accomplishes and the reward received. Second, the reward must be perceived as significant in order for the employee to have the desire to step up performance. Employees do not get rewarded for doing their jobs. You don’t reward “Jill” because she managed to show up on time for the daily huddle for a full week. It is her job to show up on time. You reward employees for going beyond what is expected. You reward them for excellence.

Certainly, a well developed system for rewarding your employees should be established to maximize practice productivity as well as individual success. But don’t overlook the obvious. Say “thank you” often, make it sincere and do so in front of others. Don’t wait until you have an “official” rewards program to start emphasizing to employees that you value their contributions to the practice.

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Need more help with Employee Rewards?  Our bookstore offers great resources right here: http://thenewdentist.net/team-rewards.htm

Sally McKenzie is the Publisher and Owner of The New Dentist Magazine. She can be reached at Toll Free 877-777-6151 or via email at Sally@thenewdentist.net

Hiring quality employees is not unlike providing quality dentistry. It requires planning, use of the right tools, and a methodical process. Establishing well polished hiring procedures from day one will save new dentists a career of regrettable hiring decisions.

It all begins with a little thought. Take 15 minutes and consider what you want this person to do. Once you’ve done that, update or write a job description for the job tailored to attract the employee you need. Include the job title, job summary, and specific duties. This is a simple yet critical tool in the hiring process. It clarifies what skills the applicant must possess and explains what duties they would perform.

When advertising, include salary range, location, hours, and importance of the position in your wording. Promote the advantages of your practice, “new technology, flexible hours, friendly and progressive environment.” Advertise in a variety of media, including employment websites, etc.  And encourage applicants to email resumes to expedite the process.

When reviewing resumes, look for those that explain skills and detail work experience chronology. Don’t assume that experience translates into good employees. Keep an eye out for resume red flags, e.g. only listing years rather than specific employment dates such as 2009-2011.

When you’ve narrowed your list to the top five, pre-screen potential candidates by phone. You want to use the conversation to address your most pressing concerns immediately, such as gaps in work history, salary expectations, etc.

During the face-to-face interview, ask the applicant to specifically explain past responsibilities. Be sure to ask open-ended questions such as, “How would you describe your previous employer?” Test for the best. Take advantage of Internet testing tools that are now available to dentists. Such testing has been used in the business sector for years to help companies identify the better candidates for specific positions. And finally, check references.

Still looking for more resources on how to hire the best employee? Go Here Need help with new employee testing? Click Here

Are you getting the most out of your hygiene department? Many new dentists aren’t sure how to measure the effectiveness of their hygiene departments. Establishing performance measurements and identifying a few fundamental expectations can make a big difference.

Consider these:

• If the hygienist receives a guaranteed salary regardless of production the expectation must be that s/he produces three times her/his salary.
• In addition to a base salary, consider paying hygienists a commission for achieving additional production.
• Schedule the hygienist to produce at 3x her/his daily wage.
• Evaluate fees and determine if they are too low. Look at the procedures conducted in an hour to determine the production per hour costs. If the hygienist is paid $40 per hour and the cost for the prophy, not including the dentist’s exam, is $80, the hygienist is making 50 cents on the dollar.
• The hygiene salary should be less than 33% of her/his production, not including the doctor’s exam fee.
• Insist on periodontal assessment. One-third of hygiene production should be in interceptive periodontal therapy. Require the hygienist measure the total number of dollars produced in the 4,000 code and divide it by his/her total production. Report that once per month at the monthly meeting.
• Customize the time per patient based on patient need not on a standard one-hour allocation for each patient.
• Provide hygiene hours in the evening if patients are requesting late appointments.
• Evaluate the effectiveness of pre-scheduling. Practices using six month scheduling achieve only 76% patient retention and have a nearly 50% higher loss of patients than similar-sized practices that do not pre-appoint.

Establish expectations and performance measurements for hygiene and watch this department become a full contributor to your practice profits.

Still looking for pointers on effectively managing your Hygiene Department? Go Here

Your training may be excellent, your techniques may be superior, and your compassion may be unsurpassed. But if patients are rejecting treatment or not following up on your recommendations it’s critical you consider why that is happening.

Many new dentists struggle with treatment acceptance because they haven’t considered the barriers that many patients have to overcome to actually say “yes.”

Consider these suggestions to improve your treatment acceptance among patients in your growing practice.

• Present treatment plans to patients as if the person were a member of your family.
  

• Present the plan that you honestly feel the patient needs, not just what you think the patient can afford.
  

• Communicate to the patient clearly and in lay terms what this plan consists of.
  Many doctors talk way over the patient’s head.

• Put yourself in your patients’ shoes. If you went through the very same procedures in your own practice would you accept treatment or would you walk out?

• Consider using a trained treatment coordinator.

Professionally trained treatment coordinators are expected to achieve an 85% rate of treatment acceptance. This person is responsible for answering the many questions that patients have but often don’t want to bother the doctor with. Such as, “Why does the doctor think it needs to be done now? How much is the treatment going to cost me? Can I make payments? How many appointments am I going to need? Is the procedure going to be painful? What happens if I just wait a while?” and the list goes on.

The treatment coordinator also makes sure the patient is scheduled. If the patient doesn’t schedule that day, it is the treatment coordinator who follows up. They break down the barriers that prevent patients from pursuing recommended care. They offer reassurance and unlimited assistance to the patient in helping them fully understand the treatment, the need for it, and the benefits of pursuing it.

Over the last 12 months an entire year slipped by. For some the close of 2011 saw productivity and team cohesiveness stronger than ever. For others it was yet another year of more of the same. Inadequate systems that managed to shuffle through ‘11 will limp into ‘12. Productivity will continue to teeter between the “sorely lacking” and the “barely good enough” levels – not because the doctor isn’t working his/her hardest or individual team members aren’t committed to the cause. Rather it’s typically because the primary focus is on dealing with whatever problem has to be managed right now and not on addressing what caused that problem and what can be done to prevent it in the future.

Ironically, a mere 24 hours over the next year could transform a practice locked in a seemingly perpetual state of crisis management or lackluster success into one of superior efficiency and productivity. Monthly business meetings that are given just two hours of dedicated, uninterrupted doctor and staff time could be most cost-effective, production efficient step you’ll take to achieve your practice’s full potential in the coming year. The key: designate every member of the team a contributor. Here’s how:

1. Block off two hours each month over the next 12 months. These are the 24-hours that you commit to continuously improving your practice during the next year.
2. Develop an agenda with input from the entire team.
3. Include all areas that impact the profitability/success of the practice. For example: numbers of new patients, recall patients, collections, treatment acceptance, production, accounts receivables, unscheduled time units for doctor and hygiene, uncollected insurance revenues over 60 days, overhead, etc.
4. Distribute the agenda at least two days in advance of the meeting.
5. Assign each member of the team to report on the area for which they are responsible. For example, the scheduling coordinator reports on the monthly production as compared to the goal, the number of unscheduled time units for the doctor, and the doctor’s daily average production.
6. Encourage team members to come prepared to discuss topics on the agenda. For example, if the doctor has a higher number of unscheduled time units than desired, the team can discuss contacting patients with unscheduled treatment, encouraging hygiene patients with unscheduled treatment to move forward on recommended care, identifying patients with unused insurance benefits, etc.
7. Seek input from everyone by asking questions such as, “What is your reaction to that?” “As the patient, how would you react?” “What are the advantages of this approach? What are the potential disadvantages?”
8. Delegate responsibilities and establish deadlines for completing tasks identified during the staff meetings. For example, if hygiene cancellations are high and the group has developed a plan to reduce the cancellations the person responsible, probably the hygiene coordinator, needs to know she is accountable for implementing the changes and should be prepared to report on the effects of those changes at the next monthly meeting.
9. Share ideas during staff meetings for improving the work environment, the patient experience, and the efficiency of the practice.
10. Designate the amount of time you will spend discussing each issue and avoid getting bogged down on unrelated topics.
11. Discuss only what is on the agenda.
12. Hold staff meetings off-site in a conference room with a conference table. Many local libraries, community colleges, and other public facilities have public meeting rooms available for use.
13. Eliminate outside interruptions.
14. Seek consensus from the staff as to the best time to hold staff meetings; meetings scheduled outside normal work hours should be paid.
15. Hold meetings at least once per month, more frequently if you are implementing several changes.

Meetings are meant to be designated times in which you can focus all of your energy and team resources on addressing key management issues and problems that arise as a part of operating a small business. Run correctly, they are the most effective means to identify and solve problems, establish policies, share information, motivate each other, define areas of responsibility, and exchange ideas. Use them to your practice’s full advantage.

Shoot HIGH for 2012!

Sally