Monthly Archives: December 2016

Last month, Capko & Morgan prepared a white paper on physician burnout for Kronos, drawing on survey research we helped Kronos field with MedData Group. Using MedData Group's national database, we were able to survey physicians in more than 25 different specialties, in locations all over the country. In some ways, the results were unsurprising: more and more data are pointing to burnout as a very real risk for physicians, and our survey was no exception. But our research offered a few new data points. For example, we asked physicians about whether burnout is a problem in their practices, not just for themselves personally (87% said yes). And we also asked physicians to identify possible contributors to burnout, with the goal of looking for potential solutions. The idea to survey physicians about burnout came from Kronos's own experiences implementing physician on-call scheduling solutions, and how their customers learned that automating that process could help ameliorate one source of physician stress. To read the white paper: [ddownload id="5167"]. (It's free, no registration required.)

In case you missed it ... Fake emails featuring HHS letterhead and the "signature" of the director of the OCR are circulating. These emails aim to fraudulently draw clicks with a message that the recipient be included in a HIPAA "rules audit." Like many phishing schemes, the emails are very convincing. They even include a "from" address (OSOCRAudit@hhs-gov.us) that looks quite a bit like the actual OCR/HIPAA audit address (OSOCRAudit@hhs.gov). Alert your employees of this possible scam.  More information is available here.

More productivity, better morale, and better patient service, with no extra costs?  It may sound like a dream (or maybe an illusion?), but that's the idea behind employee engagement. Engaged employees go above and beyond the objective requirements of their job. They're observant about ways to provide better service to your patients, and take steps to do so -- without being asked. You can also count on engaged employees to bring you ideas for how to improve the practice -- ideas that are often spot-on, because the employees who suggest them are closest to problems you might not see. Sounds wonderful,right? So how do you foster engagement?  This is a subject I'll be delving into in detail in my upcoming webinar on Tuesday, Dec 13 at 10PST (sign up for free at this link). I hope you'll join me. But in the meantime, here's a preview: Employee engagement goes beyond morale. It's an emotional connection to and sense of responsibility for the organization. The feeling of a shared mission, of providing valuable services, is essential to engagement. (Because of the nature of their work, medical practices have a head start on fostering this sense of mission.) Communication is key. When leaders communicate regularly, that helps employees feel like they're part of a team that works together towards shared goals. Encouragement is invaluable. Employees spend a huge proportion of their time at work. They want to feel like they're succeeding. By focusing on employees' strengths and accomplishments, leaders encourage their teams to continue to give more. We'll explore more specific ways to engage employees in the presentation -- plus we'll look at the research that shows that employee engagement is not just a fluffy idea, but rather a proven way to improve your practice, without spending a penny. To register for the webinar, visit this link.        

When Judy, Joe, and I begin consulting engagements with practices around the country, we're almost always asked, “Do you think our practice could be overstaffed?” Usually, the administrator or physician leader who asks seems to assume that overstaffing is a terrible mistake, one that will surely undermine the organization’s profitability. Oddly enough, I don’t think I can name a single occasion when a physician owner or manager wondered anxiously if there were too few people employed in their organization. When it comes to staffing in healthcare, the worrying seems pretty tilted towards overstaffing. It’s easy to see why. Staffing is typically one of the biggest expenses in any healthcare organization. Employees are easy to see, and if they’re not fully utilized at all times, that’s easy to see, too. Cutting staff (or expenses related to staff) may not be simple or painless, but it’s much easier than trying to reduce other overheads like rent or other building costs. In fact, most other large expenses are fixed, or nearly so; staffing may be the only area where cuts can readily be made. And if you can see that there’s slack in the system, isn’t it smart to try to tighten it up? Perhaps—but it depends. For example, are you sure you’d have no trouble accommodating an unexpected surge in demand with fewer staff? Would you still be able to maintain your service standards with a smaller team, even if some members unexpectedly needed to miss work? And are you sure that every important task is already being done? It’s easy to overreact to idle time because it’s so easy to spot. But a little bit of idle time may simply reflect the occasional unpredictability of clinic workload. If you overreact to it, you can end up with bigger problems than a bit of staff under-utilization. When our clients are concerned about staff sometimes seeming unproductive, we suggest they consider whether any important tasks were dropped off the priority list in recent years. In many healthcare organizations, tasks related to patient collections have crowded out valuable non-essentials. For example, receptionists probably spend