Medical staff in my practice.

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VAP1

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  1. Attending Physician
Any Attendings in here that own their own practice or have experience running a medical office and managing staff?

Any suggestions on how to keep in line and doing their job well? Being on time? Following instructions? etc.😕
 
Thanks for the link.

Those are many questions.

I'm having to deal with so much of their drama.

One doesn't do her job consistently. One leaves everytime her kid is sick and the other keeps showing up late.

And all I want is a smooth running practice.

It make me want to go join a group or something.
 
I have a very smooth-running practice, and the biggest reason for this is my staff. We have taken great pains over the years to hire and retain good employees, and to pay people what they're worth. That's not to say that they're overpaid (they're not), but given the high cost of recruiting and training, you don't want to be penny wise and pound foolish.

Don't be afraid to fire someone if they're not working out. Keeping bad employees around is toxic to your practice.

Finally, don't assume that joining a group (I presume you mean one where you don't have any personnel responsibilities) will solve anything...it will just prevent you from being able to take any kind of action when there's a problem. Most of the salaried docs I know have little or no control over the hiring or firing of their staff. IMO, that's even worse.

Also, consider posting your question in the Practicing Physicians forum. It's for attendings only.
 
Thanks for the link.

Those are many questions.

I'm having to deal with so much of their drama.

One doesn't do her job consistently. One leaves everytime her kid is sick and the other keeps showing up late.

And all I want is a smooth running practice.

It make me want to go join a group or something.

Been there, done that. You will simply be trading one set of problems for another (which included what turned out to be a 50% pay cut for me, but that's another story).

When I finished training I was told that dealing with staff would be my biggest complaint. They were correct; it's a function of the relative skill levels (or ages or a combination of the two) of the parties involved. Labor laws have our hands tied too tightly as well, I'm afraid.

Best of luck. If you can find something that works, let me know too.
 
Well, I'm glad I'm not alone.🙁

I did a small survey of docs around me before I hired staff and I made offers accordingly.

Blue dog can you tell briefly what measures can be taken to get the best possible candidate?
 
When you advertise for a position, you're going to get a lot of garbage resumes. It's a given. Throw them out. If they don't look good on paper, they won't look any better in person.

We have specific job descriptions and qualifications for each position. If somebody isn't qualified for a job, they won't be considered. We have empowered our office manager to do the majority of the interviewing and hiring. We (the three docs) have an opportunity to meet (briefly) everyone who interviews during the office walk-around. They also get introduced to the staff. We always get everyone's input after a promising interview. We always call references. Still, you never really know what you're getting until the employee reports to work.

It's understood that the first 90 days is a probationary period. If someone's not working out, they usually don't even last that long. Labor laws differ from state-to-state, but in my state we're able to terminate an employee without cause. We always make sure we're taken steps to document deficiencies and counsel/remediate them appropriately, however.

We have worked hard to create an environment where our staff enjoys work, gets along well, helps one another, etc. They're a great team. Hiring a new employee into an environment like ours is something of an acid test...when somebody fits in, you can just tell. When they don't, it's equally apparent.
 
Thanks.

I don't have an office manager. I do the hiring and firing. Maybe I need a buffer.
 
Thanks.

I don't have an office manager. I do the hiring and firing. Maybe I need a buffer.

I don't have a full time staffer in that position either -- I use a "managing consultant". Doing so saves me 10's of thousands / yr, and it has worked out fairly well. Perhaps you could look into that?
 
Thanks for the link.

Those are many questions.

I'm having to deal with so much of their drama.

One doesn't do her job consistently. One leaves everytime her kid is sick and the other keeps showing up late.

And all I want is a smooth running practice.

It make me want to go join a group or something.

Don't know where you're at but in Texas --TMA/TAFP have a consultant group that will help new docs set up their practices (or streamline existing ones) and that includes personnel, patient flow, billing, the whole shebang....

May want to check with your state association for something like that...
 
Thank you for all your suggestions.

MOHS can you tell more about how the managing consultant thing works. Does he/she come in work as needed for a couple of days etc. or on a retainer set for certain # of hours per year with specific duties???
 
Thank you for all your suggestions.

MOHS can you tell more about how the managing consultant thing works. Does he/she come in work as needed for a couple of days etc. or on a retainer set for certain # of hours per year with specific duties???

Sure. She had a flat fee for setting up the practice -- this included navigating the legalities and trivialities that one would have no explicit knowledge of, getting credentialed with insurers, and streamlining the interview process (she prescreened the applicants prior to bringing them in for a face to face interview). After the initial startup phase she works behind the scenes making sure nothing fishy is going on, no monies are missing, and handles the issue of staff complaints/concerns. She keeps tabs on licensure, DEA, etc calendars as well. She is available to be in-house on a set schedule for those who need that, but after a good team and processes are in place that has never been necessary for me. This costs me less than 1k/month.
 
Sounds good.

Does she handle the issues of hiring the right staff and firing etc.?
How about employee handbook updates, makings sure the employee follow the written regulations etc.?

If she does, I want to know where I can find one of those.
 
Sounds good.

Does she handle the issues of hiring the right staff and firing etc.?
How about employee handbook updates, makings sure the employee follow the written regulations etc.?

If she does, I want to know where I can find one of those.

Yes, yes, and yes. Where are you located? I'll ask if she knows of anyone in that area providing similar services.
 
What are your thoughts on outsourcing your billing? Seems like that could take away the woes of having to hire a bunch of office clerks, and cut down on overhead.
 
What are your thoughts on outsourcing your billing? Seems like that could take away the woes of having to hire a bunch of office clerks, and cut down on overhead.

I do outsource my billing; in fact, the only positions that I have in my office are those that I cannot find a way to do away with. I have two front office staff for scheduling / phone calls / coordination / etc, two surg techs running the rooms, and a histotech running the lab. Everything else is outsourced.

The advantages of outsourcing billing varies according to the specialty as well. Given the typical flat % of collections that most billing companies charge it is relatively less attractive for high revenue per encounter / low volume practices than it is for high volume / low revenue per encounter practices.
 
I do outsource my billing; in fact, the only positions that I have in my office are those that I cannot find a way to do away with. I have two front office staff for scheduling / phone calls / coordination / etc, two surg techs running the rooms, and a histotech running the lab. Everything else is outsourced.

The advantages of outsourcing billing varies according to the specialty as well. Given the typical flat % of collections that most billing companies charge it is relatively less attractive for high revenue per encounter / low volume practices than it is for high volume / low revenue per encounter practices.

MOHS,

Does billing get more complex for higher reimbursed procedures? So, if I'm billing 10 encounters for $1000 each, is that necessarily harder than 10 encounters for $100 each?

Might be a silly question, but I'm just totally clueless as to whether Medicare or insurance companies try to make those big reimburses harder to get.
 
Most billing companies simply take a percentage of collections (typ. ~8%).
 
Most billing companies simply take a percentage of collections (typ. ~8%).

Thanks, BD. Just curious though if you wanted to do it "in office" if you'd need more help for bigger charges.

For instance, if I can have 1 biller do 25 $100 encounters per day, could he/she also do 25 $1000 encounters per day?

I.e. if I'm doing the billing myself, does the coding get more complex for those more lucrative encounters?
 
Thanks, BD. Just curious though if you wanted to do it "in office" if you'dif I can have 1 biller do 25 $100 encounters per day, could he/she also do 25 $1000 encounters per day?

I.e. if I'm doing the billing myself, does the coding get more complex for those more lucrative encounters?

There's not a tremendous difference between submitting $10 claims vs. $1000 claims. In primary care, it's really more of a volume issue as opposed to one of complexity.
 
MOHS,

Does billing get more complex for higher reimbursed procedures? So, if I'm billing 10 encounters for $1000 each, is that necessarily harder than 10 encounters for $100 each?

Might be a silly question, but I'm just totally clueless as to whether Medicare or insurance companies try to make those big reimburses harder to get.

More complex? I don't know, to be honest, as I have always outsourced that portion since starting practice. I do know that we have to provide documentation much, much more for the reconstructions (that's where the $$ comes in, not the Mohs) than we do for virtually anything else, that the number of (BS) initial denials are more common, and that aged AR has crept up almost linearly with the increasing surgical load. My gut feeling is that the answer to your question is yes, but I really don't have sound empirical data to back that up at the moment.
 
There's not a tremendous difference between submitting $10 claims vs. $1000 claims. In primary care, it's really more of a volume issue as opposed to one of complexity.

BD, do you do your billing in house? I suppose if you (i.e. your staff) can get good, you can lose less than the 8% taken by the billing company. Do you know how much better you are than that 8%?

How many encounters do you both generate per day? Can each office visit entail multiple billing instances/encounters? (I'm assuming here that billing instances = encounters which could also be off-base.)
 
BD, do you do your billing in house? I suppose if you (i.e. your staff) can get good, you can lose less than the 8% taken by the billing company. Do you know how much better you are than that 8%?

Our group (~80 docs) has its own in-house billing. Difficult to say how much better we are than a third party would be, but since it's our own money, we're pretty much all over it. A third party would not be quite as motivated.

How many encounters do you both generate per day? Can each office visit entail multiple billing instances/encounters? (I'm assuming here that billing instances = encounters which could also be off-base.)

In my office, we typically generate ~500 (give or take) billable encounters per provider per month (we have 3 docs). This includes nurse-only visits for vaccines, INR checks, etc. as well as in-office lab draws.
 
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