One of the key metrics we track in SIMI Analytics is Revenue Breakdown. What products and services are bringing in the most revenue? We compare this to how much time is spent to offer these products and services on the exams side to evaluate the effectiveness of the time invested.

According to SIMI Analytics, a healthy primary care practice brings in 26% of their revenue from exams, diagnostics contribute 10%, spectacles 50%, contact lenses 12% and miscellaneous (OTC products and optical accessories) 2%.

Detailed Breakdown

We often break this down further to look at how much chair time is being dedicated to services as compared to products. For instance, we always evaluate the revenue generated from contact lens assessments in comparison to how much revenue is being generated from contact lenses (both gross and net dollars). As contact lenses have become a commodity, it has become even more important to the financial health of the practice to ensure that the chair time associated with the care of contact lenses is covered.

A number of practices we work with have successfully introduced Specialty Contact Lenses, Vision Therapy, and Dry Eye Clinics as a means to both meet patient needs and increase revenue. In these practices, the Revenue Breakdown in SIMI Analytics looks a little different.

Here’s how you can expect to generate your revenue:

Impact on Staffing Decisions

Note in particular how primary care practices are much more dependent on optical sales for financial health. A practice offering Vision Therapy generates a much greater percentage of their revenue from the services of Vision Therapy versus selling frames and lenses. From this information, the practice can make more sound business decisions. For instance, if your practice is predominantly offering Vision Therapy as the main means of revenue, our recommendation would be to hire a frame stylist for the optical instead of an optician and concentrate your staff cost resources on hiring skilled and passionate therapists for Vision Therapy.

For practices offering medical contact lenses, such as Ortho-K and Scleral lenses, the differences to note are the increased revenue sources from both Exams and Contact Lenses. In this case, the products are much more profitable and it makes sense to expect more revenue from this source as compared to Eyeglass Revenue. Another metric we like to follow in our Contact Lens clinics is sunglass sales. Our expectation is that the revenue from plano sunglasses should be significantly higher. Again, staff decisions will be impacted by this information. Not only do you want to hire someone who is knowledgeable in contact lens care to assist your patients but you will want that person to also be passionate about sun protection. There is also an implication to your inventory decisions. This practice will carry a large selection of plano sunglasses.

The most interesting change in revenue generation for a Dry Eye clinic, besides the increased Exam revenue, is the increase in sales of OTC products. Drops, vitamins, wipes and make-up all contribute to increased revenue in this type of clinic. Given this, it is our recommendation to hire a dedicated staff member to be your Dry Eye Clinic coordinator. This is the person who will confidently explain all the products and solutions to each patient and follow through with after-care instructions.

Whether you choose to differentiate or remain focused on Primary Care, the key to success is to decide on one and stay focused. Keep track of the time it takes you to generate your income and use that information when making decisions about changing or adding extra staff, services, and products.

 

CHRISTINA FERRARI

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com


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Giving people the opportunity to opt in on the basis of knowing the reality of your environment sets a firm foundation and reduces the risk of buyer’s remorse. Thinking about putting your own recruitment video online? From our experience creating our own video, here is our tip list;

Keep it Short
2 minutes is the magic number. After 2 minutes most will move on to something else on your site or leave it altogether. We know. Our 5 minute video gets watched on average for 2 minutes.

Let Employees Say What They Want
You can’t edit reality. Your employees need to be allowed to say what it is really like. On our Culture page we asked each participant these questions and then asked them to use part of the question in their answer.

  • Why did you decide to apply with us?
  • What was it like going through the HiringSmart process with our company?
  • Why do you stay at HiringSmart?
  • In one word how would you describe working at HiringSmart?

If you were to ask these questions to your people today, what would they tell you? If it is something that you would be scared to put on the internet then you may have just uncovered your biggest attraction problem.

Show, Don’t Tell
Bring in a video camera to the office and let people just pick it up and make their own video of co-workers throughout the day. Take a run through the building and show what it looks like. This is more effective than telling prospective recruits that you have a laid back atmosphere.

Know Your Message
Do you want to emphasize a fun atmosphere, lots of advancement opportunities, or promote particular groups, such as women or minorities?

Do It Right
The cost of a good quality video is cheaper than you think. We used Duncan Moss at Moss Media Productions for putting together the final edited version. A little professional lighting can do wonders for the final look.

Promote it Everywhere
Create your own YouTube Channel, attach the videos into your company’s FaceBook group, link to them from your company website, provide links everywhere.Your video will be part of the employment brand promise that is out there on the web just like your product brand is out there. Some will see themselves in your world and others will decide it is not for them. That is the goal – to have candidates self-select themselves out of the process before you hire the wrong fit.

 

JAN G. VAN DER HOOP

Jan is the co-founder and president of Fit First Technologies, a company that applies its predictive analytics to the task of matching people to roles. Those algorithms drive platforms such as TalentSorter, FitFirstJobs and Eyeployment.com, which are relied upon by organizations to screen high volumes of candidates for “fit” in their open positions.


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It’s important to choose wisely when it comes to selecting a new practice system.  The decision may be daunting. There are many products and options to choose from. Choosing Practice Management Software (PMS) is a long-term decision as technology has a growing impact on all types of businesses. The solution needs to be aligned with your current and future needs, it needs to quickly evolve with the Canadian eye care industry, and be able to integrate new features with the changing expectations of customers.

Here are six key questions to ask yourself when evaluating a new practice management software.

  1. What should Practice Management Software do for the ODs, the staff and patients?

Initially, any new system requires an adaptation. Change management needs to be a key component of the overall project. But once this phase has passed, the PMS should offer you the following:

  1. Improved efficiency of the staff and the ODs
  2. Enable electronic communication with patients, suppliers, insurance companies
  3. Allows you to evolve with the digital needs of today’s patients with respect to communication and online shopping.
  4. Integration with the clinic’s website for patient oriented applications
  5. Support the migration to a paperless environment

Optosys, the PMS developed by Optometric Services takes into account all these requirements that will make a clinic both user friendly for patients and more efficient to manage. A good PMS can help attract new patients and improve the efficiency in the clinic.

  1. What does it mean to get ready for the Clinic of the Future?

Today, you would never buy a smart phone that doesn’t offer you the possibility of taking pictures or accessing the internet. In a PMS, you need to look for a system that will provide online appointment booking, online ordering, KPI reporting and submitting insurance forms for patients online. Supporting text messaging and online frame viewing linked to your existing frame inventory are customer expectations that are emerging quickly and not generally available in older practice management systems.

The first thing a patient wants to be able to do is schedule an appointment at any time of the day without having to depend upon someone answering the phone at the other end. The eBooking module in Optosys gives the patient online access to pre-selected time slots determined by the ODs. When a patient books an appointment, it is automatically updated in the PMS.  The patient gets an automated response to confirm the appointment.

People rely more and more on their smart phone for most of their communication. They now want to receive text message whenever possible and many still want to receive emails. For standard communications such as recalls and reminders, your PMS should offer a way to personalize the communication according to the needs of each patient.

Shopping online is now very common amongst every age group. Clinics often lose sales because patients have looked at what is offered elsewhere and have made up their mind even before going in for their eye exam. Being able to display products online is becoming an important feature to capture the loyalty of the patients.

  1. Is the system customizable?

While most systems are customizable they may not offer the right support. And while it may be tempting to use a new system that replicates old practices, to minimize change for people working in the clinic, a new system should be viewed as an opportunity to re-think how things should be done. This is where the support team that will assist the clinic in its migration becomes very important. You want to be able to take of advantage of all the best practices that have been implemented in different practices.

  1. Can the support team assist in transferring data from an old system to a new one?

Depending on which older generation PMS the clinic is using, it is usually possible to transfer most the key data needed in a new system. Hence the importance of choosing the right software company that can ensure that the necessary data is transferred, as the complexity of the task can be fairly high. Each system requires a detailed analysis especially if the database has evolved over the years.

  1. Does the system provide KPI measures?

Aside from facilitating all clinic operations, a new system should provide an easy way to bring visibility to the Key Performance Indicators in your practice.  Your PMS should offer an “at a glance” view of the key metrics to track your success and highlight which areas need your attention.  Key Performance Indicators are the basis in developing a management dashboard to track the performance of the clinic.  It’s very useful for associates who want to have a common understanding of how the clinic is doing and it’s also very useful to establish performance objectives for the weeks and months to come.

  1. What about the company that supports the software?

A company’s ability to develop and support the evolution of a software solution suitable for the Canadian market is very important in today’s business environment. So many things are changing, it’s important that the development and support team behind your PMS are able to keep up with changes and have in-depth knowledge of the Canadian environment.  Look for a software where the development team and support team work together to evolve the software towards the needs in the industry. A team that is focused and passionate about our industry. The track record and the vision of the company is also a key aspect to the decision.

To find out more about Optosys visit optosys.ca or contact us at: contact@optosys.ca

 

PATRICE LACOSTE

CEO of Optometric Services Inc (OSI). Patrice joined OSI August 2015. With almost 30 years’ experience, he has held several executive positions in management and administration. Patrice is impassioned by the optometric industry, marketing, innovation and information technology.


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Work place relationships are not always harmonious and it is natural to experience occasional disagreements and conflicts. In fact, one of the biggest challenges in any office is managing working relationships. The truth is, working with other people is hard – even when you like them! However, poor work relationships can add unwelcome psychological stress which may have a detrimental effect on work performance, motivation levels, and overall job satisfaction, so it is important to not simply try to ignore the conflict.

As consultants, we are keenly aware of the impact they can have. Much of the work we do is very dependent on these relationships being healthy. For example, it is difficult to run a staff meeting focused on improvement with employees who are more interested in pointing fingers. It is impossible to gain buy-in for a new process if the employees are not convinced that the practice owner will follow through.

Like other types of relationships, the relationships in the workplace can be improved. The onus is on the practice owner to take a leadership role in the change of dynamics in the office.

As a first step, try implementing these strategies.  As you model this behaviour to your staff, challenge them to do the same with you and their coworkers

1. Validate the Person’s Feelings Before You Do Anything Else

Before responding to a negative comment or pushback, try imagining why someone might be acting the way they are. Identify how you would feel if you were in their position, and then validate that feeling.

For example, when you ask an employee to tidy up the dispensary before they leave for the day and they reply that a co-worker should do it. Before responding, first try to identify why they might be making this request. Maybe they feel like they are always the one asked to stay late. Maybe they have a commitment after work and are feeling stressed about making it on time. “I imagine that you are feeling overwhelmed.”

I know it sounds a little hokey, but this works wonders. By trying to empathize (even if you think the person is wrong) and then validating what they’re feeling, you will be able to shift your attitude from frustration to empathy.

The employee feels heard, too. Nine times out of ten, they’ll calmly reply, “Yes, I do feel overwhelmed.” It’s like identifying the feeling takes the hot air out of the situation. Reiterate the request and perhaps ask if they would like to come in early the next day to complete the task instead of staying tonight.

2. Say What You’re Actually Thinking—and Say it Clearly

To avoid awkward conversations, use this simple formula:

the change you’d like + why the current option isn’t working + why your preference is better

For example, an employee feels like it is too much work to bill directly to insurance. Constructive feedback is fine, but complaining won’t solve the issue. Phrase your response something like, “I’d like us to brainstorm a way to make this more manageable. I’d prefer if you provided me with specific feedback about what takes so long as that will help me to implement ways to make the process more manageable for you. In order to meet the needs of our patients and to ensure you get your bonus, we need to implement direct billing.”

As you become more comfortable telling people what does or doesn’t work for you, being more assertive will become easier. Even better, it will make your working relationships stronger and more honest.

Sometimes it is difficult to change the dynamics of the relationships because they are so deeply entrenched in the way that the office operates. In a few instances, we have recommended bringing in a third party mediator to help facilitate the creation of healthier working relationships. The third party listens to everyone’s point of view and then starts bringing the parties together to “air out the laundry”. It is surprising how effective this can be as it allows all parties to felt heard and makes them more ready to move forward.

While the concept may seem foreign initially, it makes sense.  Therapists are called upon everyday to guide people through challenging personal relationships.  The strategies and tools that they employ are effective for any type of relationship.

We have recommended and seen this type of intervention in a number of our offices.  The therapist offers each individual an opportunity to vent their concerns independently so they feel heard and validated. The therapist then mediates conversations between coworkers who aren’t seeing eye to eye. The therapist provides tools and feedback to help everyone move forward.

If you are having issues with relationships in your office, start by trying to change the dynamic yourself.  If that is not successful, do not hesitate to reach out for professional help. The entire practice will benefit.

 

KELLY HRYCUSKO

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com.


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In this two part series, Jan van der Hoop and Tim Brennan of Fit First Technologies bust popular hiring myths to help you avoid making costly mistakes. View part one here.

Myth #6: To really get to know a candidate, you need to rely on a good set of behavioural interview questions. Past behaviour is, after all, the best predictor of future performance.

The concept of asking behavioural questions was a tremendous innovation that improved the value of interviews almost overnight. But that was 25 years ago. Since then, candidates have become very well rehearsed at answering these questions… often to the point where they are better prepared for the questions that the person interviewing them. Add to that the fact that we all have a natural inclination to answer those questions from the perspective of what we know the interviewer is likely to want to hear, and you have a recipe for disaster. What we know we ‘should’ do and what we actually do when no-one’s looking are almost always very different.

The best way to understand how a potential employee is actually going to behave when no-one’s looking is to ask a completely different kind of question… we call it a tertiary-level question. In this case the objective is to ask questions that go beneath behaviour and have the candidate tell you stories about what worked for them and didn’t as it related to other people, jobs and situations. In so doing, you gain insight into their core – the attitudes, beliefs and values that drive them. These are the things that will predict the behaviours that are exhibited when nobody’s looking… and that will give you a clear and reliable indication of how the candidate will fit in your business, in the job, and with co-workers and clients.

Myth #7: There’s no point in investing any time or effort in training and keeping these pesky Gen X and Gen Y kids. They’re too disruptive to our business and won’t stay for more than a year anyway.

There’s no question that having up to four generations at work all at the same time can be a big challenge. There’s also no question that those born after about 1980 have very different attitudes about work than those who came before them. The answer is not to find more people our age to staff our business… that’s a dead end road. Literally. The real challenge is to help our managers figure out how to create a workforce that harnesses the energies and talents of all our employees and converts those energies into profits.

Contrary to popular belief, these ‘kids’ are generally not flighty and they do not want to skip jobs every year or two. In fact, research continues to show that, like most of us when we were their age, they want nothing better than to find an employer where they can do meaningful work, see the value of their contribution, learn, stretch and grow… and put down roots for a long time. Unfortunately for many organizations, these kids also have a lower tolerance for BS than we do, and they are more likely than we were to move on when they encounter it.

Myth #8: The quickest and surest way to gain an advantage over my competition is to hire away their top performer. Their loss is my gain.

True, high performers share a set of characteristics and core attitudes… but so much of their performance is tied up in other factors that are external to them. These factors can be summarised into four primary categories – fit with the manager, with the critical aspects of the role, with the people around them, and the organization’s culture and systems. Most often, poaching talent results in three losers – you, your competitor and the fallen star.

Change any one of those things, and performance will be impacted. The fact they are a consistently top performer in another organization, even in a similar role and industry, is no guarantee that they will be even an average performer in your organization. A far more effective strategy is to identify people who have the capacity to do well in the reality you present. When you find candidates who are at their best in the management climate you offer, who are drawing from their natural strengths and talents in the roles you offer, who engage easily and productively with the rest of the team and your customers, and who are proud to contribute to the organization… you have a winning combination.

Myth #9: Low turnover or no turnover is a good sign we’re doing a lot of things very well. Why rock the boat?

To people in some industries that are traditionally turnover-prone and where double-and even triple-digit turnover rates have long been regarded as just a cost of doing business, the notion of no or very low turnover must seem like an impossible dream. But there are times when very low turnover can also carry a hefty price tag.

The important question is not ‘how many of my people are we keeping’. The far more valuable question is, ‘what is the quality of the people we are keeping’. All too often organizations find themselves in a rut where people aren’t leaving because they are comfortable. And they are comfortable because things are pretty easy – the bar’s not set too high, standards are pretty lax, and mediocre performance is tolerated.

Comfortable employees will choke a competitive business.

Myth #10: Investing in employee satisfaction makes good business sense.

Many organizations believe that satisfied employees are profitable employees… and so they invest heavily in perks they think their employees will appreciate – everything from elaborate cafeterias to on-site concierge services, generous benefits and perks through day care. While those features may add to buzz and ‘cool’ factor, they are expensive and generally have very limited if any ROI.

The truth is, there is no documented relationship between employee satisfaction and business performance. A happy workforce is not necessarily a more productive workforce.

The factor that is a predictor of performance and productivity, and it is in fact the most reliable predictor, is something called engagement. Engagement is all about how focused and committed your people are to hitting and exceeding your shared objectives – how much sweat, effort and creativity they are willing to put in of their own free will.

Myth #11: Not everyone here should be a top performer. We need some “Steady Eddies”, or we’d drive ourselves nuts trying to satisfy everyone’s career expectations.

Don’t confuse performance with pressure to offer promotion opportunities. Many people who are at the absolute top of their class want nothing more than to be left alone to do what they do best, day in and day out.

All too often, we convince ourselves that it’s OK and normal to have a normal performance curve where 70% of the workforce is ‘average’… we too easily accept the notion that ‘average is OK and doesn’t hurt me’. The truth is, average is awful. ‘Average’ in most organizations represents an opportunity cost of 23% or more of payroll – money that gets paid out, but where there is absolutely zero return.

In most organizations, that 23% of payroll represents a staggering sum of money which if deployed elsewhere could materially change the fortunes of an organization.

 

JAN G. VAN DER HOOP

Jan is the co-founder and president of Fit First Technologies, a company that applies its predictive analytics to the task of matching people to roles. Those algorithms drive platforms such as TalentSorter, FitFirstJobs and Eyeployment.com, which are relied upon by organizations to screen high volumes of candidates for “fit” in their open positions.

TIM BRENNAN

is Chief Visionary Officer with Fit First Technologies Inc, the creators of Eyeployment, TalentSorter and Jobtimize.


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By Kassandra Shaw, OD. St. Paul Eyecare

Editor’s note: Kassandra Shaw left Saskatchewan to study Optometry at Waterloo with the full intention of returning to her prairie roots. Raised by owners of an independent small-town business, Kassandra knew exactly what she wanted to do and where she wanted to do it. In January 2017 she opened an independent practice in St. Paul, Alberta and is about to add a second OD. She was able to achieve her goals through experiential learning as a student intern, as an associate optometrist, and with the help of her network, Optometric Services Inc.

At the time of entering Optometry School at Waterloo, I already knew where and what type of practice I wanted. By graduation in 2013, I had intentions of living somewhere in a rural area, which I thought would be best for raising a family in the future. I grew up in rural south-east Saskatchewan, and knew that a prairie setting was something that I wanted to come back to. Given that my parents were owners of an independent retail business, I had a strong drive towards a consumer based business model.  Wanting to enter the health care field, Optometry presented a perfect match for me.

I targeted an area that could accommodate another one-to-two OD practice, not wanting to stray too far from my roots. My research pointed to St. Paul Alberta; a growing community large enough to support a new optometric practice.

While I already planned to own my own business from before graduation, I set out to gain experience prior to implementing my goal. I wanted to see how other optometrists managed their clinics and what could be learned through the experience. I did my internship in a private practice in St. Paul and joined the practice as an associate after graduation. In the following two years, I gained strong marketing and customer service experience at a major optical retailer to complement what I had learned from independent optometry.

Support from My Network

I opened the doors of my dream independent practice on January 17th of 2017.

It would be lovely if a wonderful manual existed with all the information needed to open and operate a practice, with all the options and aspects to consider, but there isn’t. A colleague suggested I look at OSI (Optometric Services Inc.) as a network to support my goals. OSI had a very good reputation in the region, and that definitely came through when I met with Hannah, the Regional Account Manager.

Hannah was there to answer all of my questions and spent the time to ensure everything was properly set up. Moving forward with OSI has been incredibly beneficial. They held seminars with my staff who were new to the industry before we even opened our doors. They’ve continued to hold seminars in areas that we need help.

OSI also offers leadership management courses. I can honestly say that this was the most impactful development tool I have encountered. The courses were like a manual for analyzing an independent optometry clinic—how to look at it from every perspective: from tracking the financials and all the different Key Performance Indicators (KPIs), all the way to staffing and scheduling.

The OSI national summit at Lake Louise was affordable enough even as a first-year practice. I was able to take my staff along for an educational and fun weekend of networking with great speakers.

Virtues of Independent Practice

I think that independent optometry is a great thing. Owning your own business offers a great opportunity to grow something shaped around your own ideals and values. The entire idea behind being an entrepreneur is very rewarding and it allows you to offer to your patients exactly what you want to offer; to practice optometry in the way you want to practice it.

There’s a lot of great resources out there and many people willing to help.  There’s always resources that are specifically set out to help you, and so it’s not something that’s outside of anyone’s reach even if you believe you don’t have the background with the business aspects of independent practice.

Now that I’ve put in all the work to make my own business successful, I would tell anybody to do the same. It’s definitely worth it!  We are in an industry where we are very lucky to have a lot of resources to work with and to help us along the way.

One year in, I couldn’t be happier with the progress we’ve made. The biggest challenge in moving forward is that I’m going to be needing to hire more staff.  My brother graduates from Waterloo this spring, and he will be joining me in the practice. Once I’m not seeing patients five days a week I will have a couple extra days to be training and working with new staff. And I am confident in the future knowing that OSI will be along for the journey.

 

This article is supported by Optometric Services, Inc.

 

KASSANDRA SHAW, OD

Dr Kassandra Shaw is the owner of St. Paul Eye Care, in St. Paul Alberta.  She opened her doors in January 2017.  Dr. Shaw is a member of Optometric Services Inc. (OSI).


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There are few jobs that I can think of that demand the level of skill that is required to be effective as an employee in an optometric practice. The ideal candidate will exhibit a strong attention to detail, excel in customer service and sell like a superstar – all the while managing in an often fast-paced environment of ringing phones, walk-ins and pick ups.

How do you attract, grow and keep exceptional staff?

After determining what the needs of the office are, it is also important to reflect on what is most attractive about working in your office. Consider what the alternatives are to working in your office from the perspective of wage and aspiration. From this point of view, there are a number of attractive benefits to working in a health care practice. This type of occupation is gratifying to someone who has a strong sense of accomplishment when they have truly helped someone. Often the working hours are better than some comparable retail positions.

Many of the offices that we work with offer a Health Spending Account (HSA). This is a more cost-effective and egalitarian way to offer insurance coverage to your office, particularly if you are a smaller office with 10 employees or less.

Complimentary Eye Exams are a fairly standard benefit offered in most practices. Not only does it ensure everyone in the office appreciates the value of the eye exam in the practice, it also follows a “practice what you preach” philosophy when it comes to regular eye exams.

We often advise clinics to offer a set number of “at cost” glasses and/or contacts to each staff member. They can use all 3 or 4 pairs for themselves or they can extend the offer to friends and family.  This way, it is fair to all staff members, whether they are single, married, with or without children. For many employees, being able to extend a discount to friends and family provides a sense of feeling important, and that can be very motivating!

We screen hundreds and hundreds of candidates for our clients. One of the most common reasons candidates give for wanting to move to a new position is for “growth” and new opportunities. One of the easiest ways to provide that opportunity is through Continuing Education. We often advise our practice owners to be very clear about this benefit. The clinic is paying for the employee to grow and obtain new skills. The intention, of course, is that the employee will use those skills to improve the performance of the current clinic. The reality is, it is the employee who gets to put those new skills on their resume and there is value to that.  The point is that the employee should recognize this as a benefit that is, and should be, mutually beneficial.

Something as simple as a title with authority can offer a higher sense of ownership to the role and impact performance positively. For instance, consider these job titles; Front Desk Manager, Patient Flow Coordinator and Gallery Supervisor. Reinforce the idea of the responsibility of these titles as you hand off patients, “I am going to introduce you to our Front Desk Manager who will be able to assist you with those appointments and explain the solutions we discussed further.”

Considering all the duties and the skills required to be effective in this role, it is advisable to set up compensation that is reflective of that effort. Having a lower base wage is fine as long as a profit sharing bonus structure is also in place. This way, as the clinic performs because of everyone’s contributions, everyone reaps the rewards of that success.

One of the fundamental pieces in employee motivation is constant contact with the owner. When the owner draws the line between the result and the employee’s efforts on a regular basis, the employee feels encouraged and supported.

Lastly, we recommend that you find out what exactly motivates each of your staff members. While this could be done through observation, it may be prudent to ask the employee directly what makes them feel connected and engaged at work and strive to build in a system that accommodates that.

 

CHRISTINA FERRARI

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com


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Technology has been changing our practices for a long time, and will continue to do so. Here are five “digital transformations” spotlighted recently in Forbes magazine, and how we think our own industry will be impacted.

Healthcare is changing with the introduction of telemedicine; mobility and cloud access; wearables and the internet of things; artificial intelligence and big data; and empowered consumers.

Telemedicine
Eighty percent of doctors surveyed in 2015, believed that telemedicine is a better way to manage chronic disease than just seeing patients through a traditional office visit. As the Baby Boomers age the amount of chronic disease that we manage will increase significantly. Having the ability to utilize telemedicine to help manage chronic disease will be a great benefit to the patients we see. Through telemedicine the patient is not limited to the geographic location of the doctor’s office. With an internet connection and a smartphone, telemedicine will enhance the doctor-patient relationship.

With the camera feature of today’s smartphone, it will be easier to triage some patients between the categories of urgent and emergent. It may also help make the decision whether the patient should go straight to the hospital, or instead come to the eye doctor’s office.

Online refractions hold the potential of helping to manage patients with out-of-control diabetes, who have rapidly changing refractions, or those young patients who are rapidly growing and have changing refractions.

Telemedicine will also give us the ability to transmit to other doctors from whom we are seeking consults, information in real time about the patient who may be sitting in our chair. This may help us triage the difference between categories of patients such as urgent and emergent.

Mobility And Cloud Access
For the doctor, both mobility and cloud access can help deliver better patient care. The doctor can access patient records on the home computer or on the smartphone while on-call. This has the potential of delivering both better and faster care while on-call. It also gives the ability to answer questions from a specialist about a patient whom you’re sharing care with if you happen to be out of the office.

Cloud access is the computing platform of the future. Because of its superiority, eventually it will be used by everyone.

Wearables And IoT

Wearables are here to stay. Just count the number of Google or Apple watches on people’s wrists. Every year the number is getting higher. Even eyeglass frames are beginning to utilize wearable technology. Frames are being designed to identify if the patient has fallen and not gotten up.

Wearable technology in eyeglass frames includes activity tracking technology (e.g.: Level Smart Glasses ) that does things such as step counting, calories burned and distance traveled. 3-D displays and facial recognition are two of the more exciting things (or incredibly scary things) that will be incorporated into glasses in the near future. By the way, if you misplace your glasses, with wearable technology in your frames, you can easily find them.

Contact lenses are being developed with built-in technology. Google scientists have created the contact lenses that can measure the blood sugar in your tears.

The Internet of things (IoT) is really about the inter-connectivity and inter-operability of all of our electronic devices within the internet infrastructure. IoT is going to expand exponentially over the next decade. It will become the way that we do everything. Everyone we know who has seen Tony Stark’s computer J.A.R.V.I.S. wants one. It’s just a matter of time. This will change the way we do business in the office, as well as changing the way we do things at home.

Artificial Intelligence And Big Data
Artificial intelligence is one of the most exciting technological changes that will help doctors in dealing with patients. Differential diagnosis and interactions between both prescribed drugs and other chemicals patients are putting into their bodies are just two of the significant ways that artificial intelligence can contribute to the eye examination and treatment plans of the patients we see.

Artificial intelligence offers the ability to review the patient’s chart and suggest differential diagnoses that we may have overlooked. It has the ability to analyze all medications and all substances consumed by the patient looking for both positive and negative interactions with the drugs we are considering prescribing for the patient.

Big data also has a role in improving patient care. Once we are all linked together electronically, we can see the results of every treatment plan prescribed to every patient everywhere. This will give us much better insight into evidence-based medicine. It will also quickly identify those patients who are not best served by standard protocols, and instead would benefit from some other form of treatment. Subtleties and nuances will not be overlooked.

Empowered Consumers
Knowledge is power. If you haven’t read about the “Empowered Consumer,” then read this article from Forbes. The Empowered Consumer is already in our offices. These patients exhibit the following:

• With smartphone in hand they are driven by their ability to try before you buy, return at will and click their way to new options and choices.

• They check sources before making a decision, using sources such as Amazon comments and their social network of friends.

• They expect you to understand their needs, their history and everything, from the way they engage, to what they’ve done in the past. (Do you track your patients this closely? Starbucks does. Most major retailers do.)

The Forbes article recommends that we do the following:
• Connect with consumers on the tech platform of their choice.

• Provide a brand-safe platform.

• Drive contextual content relevance.

• Utilize analytics-driven decision making.

• Maximize engagement.

The future is now. Take this week to review how your practice is preparing for the changes coming soon to healthcare.

References
i. http://www.leveltechnology.com/
ii. https://www.healthline.com/health-news/diabetes-google-develops-glucose-monitoring-contact-lens-012314
iii. https://www.forbes.com/sites/stevenrosenbaum/2015/07/16/the-new-world-of-the-empowered-consumer/#1eb60e664aab

 

MARK WRIGHT, OD, FCOVD

Dr. Wright is the founding partner of a nine-partner, three-location full-scope optometric practice. As CEO of Pathways to Success, an internet-based practice management firm, he works with practices of all sizes. He is faculty coordinator for Ohio State’s leading practice management program.

CAROLE BURNS, OD, FCOVD

Dr. Burns is the senior partner of a nine-doctor full-scope optometric practice that she built with her husband, Dr. Wright. She is also the COO of a state-wide nursing care optometry practice. Dr. Burns lectures nationally on practice management and staffing issues. Dr. Burns authored the Specialty Practice section of the textbook, Business Aspects of Optometry.


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Physicians are pressured to both serve patients and keep up with the demands of an evolving healthcare system. Keeping yourself in the right frame of mind, while maintaining productivity, is essential to providing excellent care, and maintaining a profitable practice. Here are key ways to assess your stress level, and how to keep your workload, and life responsibilities, manageable.

WHAT IS STRESS?
One of your staff just called in sick. Your first patient is 20 minutes late. The electricity just went out, and the electric company does not know when it will be restored. An angry patient just walked through your front door wondering out loud where her glasses are and why did your staff not call to let her know that they would be late. Your stress levels are just about maxed out.

So, what is stress? Here’s a definition:“Stress is defined as an organism’s total response to environmental demands or pressures. When stress was first studied in the 1950s, the term was used to denote both the causes and the experienced effects of these pressures. More recently, however, the word “stressor” has been used for the stimulus that provokes a stress response. One recurrent disagreement among researchers concerns the definition of stress in humans. Is it primarily an external response that can be measured by changes in glandular secretions, skin reactions, and other physical functions, or is it an internal interpretation of, or reaction to, a stressor; or is it both?”

Stress is part of life. Some stress is good, most stress is bad – especially chronic stress. We all respond to stress in different ways. Because of the variability in types and causes of stress, scientists have had a difficult time agreeing on definitions and even measurement tools. Very few of the measurement tools for stress have been validated.

We found an interesting web site that makes a good effort at measuring stress. This web site gives multiple stress measurement tools. We’ll just highlight two of them. The 360 Assessment looks at lifestyle, occupation, attitude and diet to determine overall stress, then provides tips and resources based on your score. The AIS Workplace Stress Survey serves as a simple screening measure determining the need for further investigation with more comprehensive assessments.

Once you’ve identified that you have stress that is negatively impacting your life, then you need to positively manage the stress. Here are 15 scientifically backed ways to de-stress. You can read more about each of these techniques, and more, by going to the article.
1. Go for a 10 minute walk.
2. Breathe deeply.
3. Use the power of “guided imagery” to elicit a relaxation response.
4. Eat a healthy snack
5. Buy yourself a plant.
6. Step away from the screen.
7. Kiss someone.
8. Turn off your phone.
9. Put on some music.
10. Use a web-based stress management program.
11. Chew gum.
12. Watch a viral video.
13. Use progressive muscle relaxation.
14. Spend time with your best friend.
15. Eat a banana.

Everyone has different ways to deal with stress. If your way is not working, then try something new from the list above.

 

MARK WRIGHT, OD, FCOVD

Dr. Wright is the founding partner of a nine-partner, three-location full-scope optometric practice. As CEO of Pathways to Success, an internet-based practice management firm, he works with practices of all sizes. He is faculty coordinator for Ohio State’s leading practice management program.

CAROLE BURNS, OD, FCOVD

Dr. Burns is the senior partner of a nine-doctor full-scope optometric practice that she built with her husband, Dr. Wright. She is also the COO of a state-wide nursing care optometry practice. Dr. Burns lectures nationally on practice management and staffing issues. Dr. Burns authored the Specialty Practice section of the textbook, Business Aspects of Optometry.


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On Monday March 5th 2018 Canadian Eye Care Business Review hosted a panel discussion entitled The Perfect Fit, Finding and Keeping Great People. Drs. Jeff and Tina Goodhew, independent practitioners from Oakville, Ontario, guide the discussion of current best practices with three subject matter experts in the HR field. Jan van der Hoop and Tim Brennan of Fit First Technologies and Kelly Hyrcusko of SIMI (Simple Innovative Management Ideas Inc.) share their views on the subject. The webinar is rich in practical tips and advixe for eye care professionals on a wide array of topics from candidate screening to best practices in onboarding a new employee into your team. New data driven objective decision models are discussed which can help in providing better insights into candidates and improve hiring success rates.

The webinar was sponsored by eyeployment.com, Simple Innovative Management Ideas, and Optik Magazine.

Click to watch the video recording, or listen to the audio below.

 


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