10 Common Staff Problems Facing Medical Practices
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1 10 Common Staff Problems Facing Medical Practices
2 Finding qualified workers Today, [office staffers] are fully integrated members of the healthcare team. They need to register patients into an [EHR] system with complex data fields, make sure patients are up to date with immunizations and lab tests, and get information about their medical conditions in ways they never had to before. They have become highly skilled and educated and we are dependent on them to help us meet the needs of the patient and deliver better care. Finding people to do this well is a challenge for both the small practice and large medical systems. Mark Rood, MD, site leader, Cleveland Clinic s South Russell Family Practice, South Russell, Ohio
3 Recruiting physicians and advancepractice clinicians We have seen physician recruiting grow to become a major issue across the board for all types of hospitals and health systems, regardless of how desirable their facility or community is. Not too long ago, physician recruiting was challenging only for rural areas or smaller [provider organizations]. Today s market is so intensely competitive for providers, especially in primary care, that healthcare facilities are no longer competing within their draw area or state for physicians facilities and employers are now competing on a regional and national level for physicians. Andrea Clement, director of communications, The Medicus Firm, a Dallas-based national recruiting firm
4 Competing for qualified workers As a small practice, I cannot compete with the benefits offered by larger groups or hospital systems. Everyone is looking for the ideal job. We offer flexibility in terms of hours and time off as well as training opportunities. However, we will never be able to offer the same compensation, and more highly-skilled employees tend to gravitate toward those systems. Linda Girgis, MD, family physician, South River, N.J.
5 Avoiding the domino effect We see some medical facilities becoming more short-staffed, resulting in providers having to cancel vacations and commitments, and having to take calls for weeks or months on-end with no break. As physician burnout becomes more prevalent, physician vacancies grow and facilities can t fill these positions in a timely manner. This leads to a surge in patient volume, resulting in long waiting lists for appointments or surgeries. Ultimately, patients often leave for other practices. Scott Selby, vice president of the Surgery Division, LocumTenes.com, a healthcare staffing agency in Alpharetta, Ga.
6 Training workers on legislative matters Training staff has been an ongoing challenge, especially with the relatively recent impact and implementation of ICD-10 and other regulatory and government changes that impact processes and procedures at a medical practice. The investment of time and money to constantly keep staff members up to speed with all of the regulatory oversight, audits and legislative changes can be overwhelming and can sometimes cause smaller practices significant financial hardship. Clement
7 Cross-training workers One of my biggest frustrations in my practice is the it s-not-my-job scenario. We cross-train all our staff so they know how to do most tasks within their level of training. There is often resistance to get [staff] to help with new tasks or to aid another employee who may currently be overloaded. Employees are assigned to specific tasks but are expected to work as a team and help each other. Girgis
8 Proving growth opportunities In our medical practices today, we have limited growth opportunities for our staff to move vertically through the practice, so being creative about various opportunities to engage staff in lifelong learning is key. We all know we didn t get to where we are today without a continual desire to stay ahead of the market. As employees look for new opportunities, we must find ways to grow our staff vertically Shelly Waggoner, vice president of human resources, Medical Group Management Association
9 Arranging time off In my practice, the staff is pretty good at working out [time off] among themselves and getting someone to cover their hours when they will be away. However, when it doesn t happen or when someone quits unexpectedly, those working are overwhelmed by the extra work. Multitasking too much can lead to errors and this can have devastating consequences in medicine. When patients don t feel they are receiving the proper attention, they get angry. In larger systems, they can call in temps. We do not have that luxury in small practices. Girgis
10 Avoiding staff burnout Burnout is a concern, particularly among physicians and nurses, but also for staff members who are continually being required to do more work in less time, and for the same amount of money. While burnout is a contributing factor impacting retention, it s also growing as a problem in and of itself. Clement
11 Staying in touch with staff needs According to MGMA s 2016 Practice Operations Report, the highest reported turnover rate at the median is for receptionists, regardless of specialty, at about 33 percent. We recognize it is imperative to stay ahead of the curve in our total compensation package, from ensuring staff are paid at the median of the marketplace to offering benefits that resonate with each individual. With the changing landscape of employment, engaging with our employees daily is the only way we can ensure we are in touch with our staff and making strides to meet the demands of the workplace today. Waggoner
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