"Free Medical Receptionist Resume Sample"
Developing Employees to Be High Performers Ohio Medical Group Management Association May 16, 2008, 11:30 am – 1:00 pm Michael O’Connell, FACMPE OHIO ACMPE Forum Representative Objectives • Learn effective ways to recruit high performing employees in a medical group • Determine how to read “between the lines” in a resume or job application • Master the ability to screen prospective employees in an interview • Analyze “years of service” vs. “years of experience” • Weighing the Choices – if there are any! • Getting on the Right Foot – Or Putting Your Foot in Your Mouth • Training for Results: Avoid Teaching Bad Habits • Assessing Techniques for Adult Learning • Holding People Accountable vs. Motivating for Outcomes • Rewarding Behavior – Is Everyone Rewarded the Same? • Celebrating Success Learn Effective Ways to Recruit High Performing Employees in a Medical Group Hard Realities of Today’s Work Force • Today, it is harder to recruit excited applicants who want to work for your medical practice • Difficult to keep employee motivation high • Employees don’t have any more an unconditional commitment and loyalty Yesterday’s Workplace Realities • The rules have changed! • A lifetime job for a lifetime of work is no more. • There are no longer “company people” who work at the medical group for 30 years – they are the exception, not the norm. • Old career loyalty – years of service! • Ultimate payoff – lifetime job security with a retirement plan for the “good life”. Yesterday’s Workplace Realities • You’re lucky to have a job! Especially those that suffered from the Depression Era or struggled during WWII. • Recognition with certificates, Christmas hams, educational sessions, company picnics, more work, a birthday card, a special gift at 10 or 20 years of service. • And then the 1990s hit! 1990s and Today • Company closings, layoffs, mergers and acquisitions, joint ventures, financial fraud, reduction in benefits, downsizing, rightsizing, pensions gone due to poor financial planning, practices sold to hospitals, hospitals terming physician contracts, malpractice out of control. • One third of the workforce is self-employed or working as a “consultant”, temp, or part-time person. The New Guarantee • In 2008 there is no work guarantee. • Loyalty is measured in months, not years. • New loyalty is to self, not to a company, not to a boss, not to a profession. • Personal fulfillment is more important than personal wealth. Harvard Business School class ranked money as the “7th” most important factor when choosing a job. • Balance of work and family is very important. Employees Today • Since a job is not forever and doesn’t offer job security, employees want jobs that are: – Interesting and challenging – Fun and a place where they can lighten up – More autonomy, greater independence, less bureaucracy – Direct involvement in decision making – Better communication on what’s happening in the organization – What have you done for me today? – More “training” and continual learning required. The New Medical Practice • Open communication among all parts of the organization – physicians, clinical staff, management, and employees • Create an environment of continuous learning • Promote teamwork based on trust • Drive out fear and free up employees to do the right thing • Employee “engagement” Determine How to Read “Between the Lines” in a Resume or Job Application • Paper vs. On-Line Application Application Considerations • Challenge of On-Line Applications – Sometimes Difficult to Maneuver – Could Be Completed by A Ghost Who Has Better Computer Skills • Consider Job – Clinical Position (Great Nurse, Poor Application) – Housekeeper (May Have Poor Writing Skills, But Excellent Cleaning Skills) – Billing (May Not Acknowledge Everything That Is Done, e.g., does billing, but may actually do charge entry, insurance follow up, customer collection calls, and post payments) – May say they have computer experience when they actually don’t • How Important Are Application Looks? – Spelling, sentence structure, completion – Reason for leaving can be helpful Master the Ability to Screen Prospective Employees in an Interview • Our traditional interviews are boring and stale. We do more talking than the candidate. • Be bold – be different – have the candidate do most of the talking. • Avoid “yes” and “no” answers • Talk less than 25% of the time • Explain structure of interview • Listen and allow quiet times for someone to formulate answer Interview Bloopers • ....stretched out on the floor to fill out the job application. • ....she wore a Walkman and said she could listen to me and the music at the same time. • ....a balding candidate abruptly excused himself, and returned to the office a few minutes later wearing a hairpiece. • ....asked to see the interviewer's resume to see if the personnel executive was qualified to judge the candidate. • ....announced she hadn't had lunch and proceeded to eat a hamburger and french fries in the interviewer's office -- wiping the ketchup on her sleeve. • ....stated that if he were hired, he would demonstrate his loyalty by having the corporate logo tattooed on his forearm. • ....interrupted to phone his therapist for advice on answering specific interview questions. • ....when I asked him about his hobbies, he stood up and started tap dancing around my office. • ....at the end of the interview, while I stood there dumbstruck, he went through my purse, took out a brush, brushed his hair and left. Frame the Position Questions • What are the potential success factors for this position? – Technical Experience – Customer Service Values – Positive Oral Presentation – Work Intensity – Passion for Continuous Learning – Resourcefulness – Team Strength and Interpersonal Skills – Financial Responsibility with Legal and Ethical Behavior Interview Questions Telephone Triage Representative Key Skills Needed: Customer Service Values & Positive Oral Presentation Customer Service Questions - Describe a time you had a patient/customer complaint about a care issue/service. How did you address it? - Tell me about a time you had a conflict with a customer or patient. How was it resolved? What did you learn from this encounter? - What would you do in this role to add the greatest value in increasing patient satisfaction? Positive Oral Presentation - Tell me a story when you had a miscommunication with a co-worker, customer, and/or patient and how did you solve the problem? - Think of a time that you had to communicate with a difficult patient to “get a point across”. How did you handle it? What did you do differently? - If we asked you to answer the phone every time with “Hello, XYZ Medical Practice, this is Michael, how may I help you?”, what might be the barriers or problems of doing this consistently? Analyze “Years of Experience” vs. “Years of Service” • Two People Each with 5 Years of Service at Different Medical Practices – Person #1 • Receptionist in medical group – rotated in cardiology, peds, and internal medicine group of 25 physicians for 2 years • Worked in check out for 1 year for 5 physicians • Last 2 years in appointment scheduling for OB/GYN group of 8 physicians • One of 20 medical receptionists in the practice – Person #2 • Worked 5 years in family practice and handled appointment scheduling and check in for two physicians. • One of three medical receptionists Experience vs. Service • Years of Service – Chronological • Years of Experience – New Skills • Both with 60 Months of Service • One has different experience set: – Flexibility and Adaptability – Able to Work with Diverse People/Teams – Drill Down on Experience: • Computer Systems, EMR, Telephone Use, New Technology, Manual Systems, Paperwork, Use of Forms, Training Experience Factor – Person #1 • Computer experience with 2 different systems, e.g., Medical Manager and Athena • Converted over to EMR, e.g., EPIC • Appointment scheduling, e.g., both manual and automated • Check Out: Formal training dealing with difficult people, use credit card machine, responded to billing statements • Pre-registered people, used pre-auth software, • Was asked to train 3 new hires on using computer system • Received “Employee of the Month” award for excellent service • PBX phone system has numerous phone options – Person #2 • Uses one computer system, no upgrades or conversions • Never checked out patients or asked for money; was handled by another person • No training of other staff since they have all been in the practice for over 5 years • Uses manual records, no EMR • Phone system is direct dial lines • Person #1 has more “experience” than Person #2 • What if Person #2 had 10 years of service and Person #1 had 3 years of service? Would you act differently? Would it make any difference? Weighing the Choices – if There Are Any! • What If the Medical Practice Puts an Ad in the Paper and Only One Person Applies? • Do We Just Take What We Can Get? • How Can We Prepare for the Future? Creative Employment Options • Get Out of the Sink Hole of Settling for Poor Performers • Interview for Future Jobs, e.g., screening medical assistant for future job, preparing for future retirements, expecting the unexpected • Summer Job Opportunity for College Student • Student Internships: Billing, Coding, Medical Assistants, Medical Receptionists, Lab, Radiology • Serve on Community College Advisory Board for Training Programs • Goal: Waiting List for Medical Practice Positions Getting on the Right Foot – Or Putting Your Foot In Your Mouth • Pursue non-traditional interview techniques • Screening candidate on the telephone prior to coming in for interview – Ask questions – Pick up on tone, response, slang, pausing, attitude, and perception • Decide what you can teach and what you are willing to teach – Unprepared candidates that need coaching f or lif e skills, e.g., poor dress and slang vs. teaching a happy person how to handl e a customer through training, coaching, and mentoring • Focus group of employees to establish requirements for next job candidate – Dress appropriately, e.g., no sandals, no tank tops – Comes to work early, e.g., ready to work at desk on time – Able to handle dif f icult customers, e.g., unhappy patient – Well organized, e.g., cleans up af ter oneself – Outcomes: group develops a new standard of expectations f or themselves and won’t hold others accountable f or behaviors that they don’t exhibit • Peer Interviews with: – Physicians – Potential Co-workers – Other Staf f That May Interact With Person • Sample Customer Service Job Scenario – The candidate is the new medical receptionist and I’m calling on the telephone to make an appointment. Let’s see how they do . • Job Shadowing – What do we learn? – What does the candidate observe? Training for Results: Avoid Teaching Bad Habits • Training Check List • Clear Position Description • Clear Job Tasks and Responsibilities • Check Off – See One, Do One, Teach One • Show Expectations for Staff Over Time • New Job Can Be Overwhelming • Tasks Take Time to Learn Good Employees May Not Be Good Trainers • Avoid employees teaching bad habits to new hires • A trainer must be trained. Must have resources and time to do the training. • Training must be specific, planned, and expected. • Example: 9 Step Cleaning Process for housekeeping – a coworker only taught the new employee 7 of the 9 steps so when the work was done correctly, the new hire stated, “I only learned 7 steps. What are the other 2 steps?” • New hires can become a social outcast if they work too hard or are too enthusiastic • Recognize generational differences • What are the unwritten rules of social acceptance Assessing Techniques for Adult Learning • Acknowledge that adults learn differently – Visual – Read the check list and training brochure – Verbal – Hear how the check list will works – Tactical – Do the task, see the check list completed – Experience – See how the task is done and determine what happens if it’s not done correctly – Social – Learning from others – Academic – Progressing through a Computer Module – Learning – 5-7 times before we remember something Holding People Accountable vs. Motivating for Outcomes A task without a vision is drudgery. A vision without a task is but a dream. But a vision with a task is the hope of the world. (Inscription on Church Wall, Sussex, England) Your medical practice vision must be compelling, understandable, and focused. Holding People Accountable vs. Motivating for Outcomes • Accountable Negative Process: Fear, Heavy Handed, Do It Or Else, Restrictive Processes, No Room to Grow and Learn, Asking Questions Not Encouraged through Negative Comments • Motivating for Outcomes That Lead to Accountability: – Staff meeting: What kind of medical practice do you want to work for? – Share big picture: Why are we here? What contribution does my job make to the medical practice? Why do I make a difference? – How can we help staff balance work and family life better? Expect vs. Inspect • Jobs Functions Need to Be Clear to Staff • Common Sense Isn’t So Common • Ask Staff To Show You Their Work Flow • Example: Medical Receptionist Can’t Get Work Done Due to Being Too Busy – Message Taking • Example: Billing Staff Rotation and Work Flow • Example: Housekeeping and Running Out of Supplies • Example: Coding Department Productivity & Accuracy Motivating for Behavior • Old Saying, “You Can Lead a Horse to Water, But You Can’t Make Him Drink.” • You Can Provide a Nice Trough, Clean Water With Appropriate Drainage, a New Faucet That’s Easy to Turn On/Off, Pleasant Surroundings When Drinking the Water, An Overhang Covering While Drinking Water, and Many Other Factors --- But You Can’t Make the Horse Drink It If He Doesn’t Want to. • Coding Department Example Rewarding Behavior – Is Everyone Rewarded the Same? • It’s Not Just About the Money, Yet Need to Be Competitive In the Marketplace • Salary, Benefits, and Perks • What Are Other Factors? • Flexibility in Work Schedule • Ability to Learn New Things/Variety • Respect/Trust • Having A Best Friend • Communication Celebrating Success! • The Recognition Cycle • Right Knowledge and Attitude leads to Skills leads to Right Behavior leads to Desired Results • Recognition: Who, What, When, Where, Why, and How • Hold “One on One” Discussion and Group Discussion You Get What You Reward • Better productivity • Improved morale • Profit • Less turnover • Fewer disciplinary actions • Less stress Recognition Problems • Not Timely • Insincere or mechanical • Doesn’t Reward Behavior • Inconsistent Process • Mundane/Sameness • Subjective (Favoritism) • Rewarding Wrong Behavior Success Blooper • Staff member did a great job and we wanted to reward him • Had a staff meeting – publicly surprised him with a certificate and recognition • He was given a gift certificate for food • He was embarrassed and hated the attention • He didn’t eat at that restaurant and didn’t appreciate the reward • He stopped doing the behavior because he was afraid he was going to get rewarded again. Recognition Successes • Tied to organizational goals and objectives • Keep It A Dynamic Process • Continue Communication with Employees • Recognition Changes Over Time • Example: Good Attendance led to Flex Time – Reward Evolved to PTO Sample Recognition Program • High Performance Needed • Currently: Only 10% of Co-pays are being collected • Need: Medical Practice Rewards Those Employees Who Collect The Most Number of Co-Pays on a Weekly Basis • Recognition: $100 in cash and certificate (Potential of $5000 Copays collected weekly) • Time Frame: Weekly Results • Time Frame: 90 Day Program • Tracking: Computer Report • Results: Program got the group energized to work on a process, create a new goal, and have some competition with each other. • Outcome: Co-pays collected increased to 80% of time. • New Measure Monitored in following 90 days and new measure expected to be maintained. Ultimate Goal • Engaged employees who are committed to helping the medical practice achieve its goals. • Effective communication to reach desired outcomes • Quality patient care with excellent satisfaction from physicians, employees, and patients. Summary • Commit Today to Try Something New • Consider One of These Ideas • Look at One Way to Improve Your Medical Practice to Create a High Performing Employee • Share Ideas With Your Colleagues • Network With Others for Best Practices Questions? Contact: Michael O’Connell, MHA, FACMPE Ohio ACMPE Forum Representative Phone: 216-761-7967 E-mail: firstname.lastname@example.org