Judy Capko is a health care consultant and the author of "Secrets of the Best Run Practices."
Your high-maintenance urology office staffer: Worth the hassle?
Every urology practice faces this situation eventually: a difficult employee who demands disproportionate time and attention from management.
What is cloud computing, and how can it help your urology practice?
Storing data remotely allows for access from anywhere using the Internet, so, for example, a cloud-based EMR allows urologists in your practice to access and update charts from home or on the road using a smartphone or tablet.
Urology staff turnover problems require careful analysis
Whenever an employee leaves, you incur expenses to advertise the open position and set up and train a new employee. And, of course, there can be productivity losses in the interim.
How to turn your urology practice into a well-oiled machine
Using manufacturing principles might seem like an odd fit for your practice, but they can help your practice move more efficiently.
Your staff has generation gaps: How to bridge them
Medical practices around the country face continued challenges with managing a diverse work force that spans three generations.
Is your urology practice ready for the challenges of 2010?
Managing a medical practice is a business proposition, and part of doing it right is being prepared for a new year.
Behind schedule with your patients? Here's how to get back on track
This article helps you identify the signs of poor scheduling and offers helpful tips to keep you on time.
How effectively are you marketing your urology practice?
With a tight economy making patients more reluctant to seek medical care, marketing becomes appealing for even stable practices to have a good foothold in the community.
Take the initiative in preparing new employees
Urologists around the country lament the difficulty in finding and keeping good employees, and even gripe about the deteriorating performance and attitudes found in some of the more demanding positions. My advice: They're your employees, so it's time to take ownership of the problem.
How to conduct clear, effective staff evaluations
Here are some smart steps physicians and managers can take to make performance reviews easier to conduct and more effective, ultimately paving the way for higher productivity.
Dashboards help to assess performance fast
You know it's important to keep a pulse on the business performance of your practice, but how do you do it when time is never on your side?
Staff retention: How to keep good workers in your practice
Retention of staff in the medical office is emerging as a difficult challenge, and urology practices are no exception.
Firing a patient: Know when and how to do it
Calling it quits in any relationship is a source of discomfort, but when it's the physician-patient relationship, it must be handled precisely and with caution. You want to avoid angering patients or leaving them without the urologic care they need. By the same token, if you or your patient are disgruntled with the relationship, there may come a point when you need to fire the patient. Here is some advice to help you through it.
Improve finances without squeezing expenses
Looking at your practice's monthly finances, focusing on big expenses, and wondering how you can cut them is a response typical among urologists concerned with a shrinking bottom line.
Take control of your accounts receivable
Managers and the billing departments of most urology practices strive to get the money off the books and into the bank, but managing accounts receivable continues to be a daunting task that absorbs a fair amount of resources. This article offers a few practical tips that will make managing accounts receivable a lot easier.
Are you providing great service? Ask your patients
It's easy to spot the complainer, but that is the exception.
The perfect staff: How to keep your practice on track
If your turnover on a rolling 3-year average reaches 20%, you will need to explore how you contribute to this.
The perfect staff: How to develop a plan for success
Whenever the needs of the practice change, job descriptions should be redefined to reflect those changes so that you achieve optimal staff productivity.
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