Formal and informal training is valuable for front line staff to improve patient experiences. Staff should be coached on key aspects of the patient journey and their roles. Mystery calls can identify weaknesses to address, like greeting speed. Wider staff involvement in training helps front line staff feel integrated and improves understanding of patient questions. Ongoing training is as important for front staff as clinical training is for other staff.
This document discusses investing in one's refractive surgery practice during an economic downturn. It recommends focusing on improving the customer experience through investing in staff ("people"), refining processes, instilling passion in employees, and promoting refractive surgery as an experience rather than just a good or service ("product"). The author argues this will differentiate practices and reward them handsomely when economic conditions improve.
(1) The document discusses how most people dislike visiting the doctor and see it as an unpleasant experience. (2) It argues that refractive surgeons should focus on making the entire patient experience, not just the surgery itself, as positive as possible in order to attract more patients and overcome their fear of doctors' offices. (3) The author provides suggestions for how practices can make visits more fun and engaging for patients through entertainment, patient involvement, and excitement.
We know that recruiting and retaining is tough for many healthcare employers, and as our demand for health and care services becomes greater, that task will only get more difficult.
That is why H1 Healthcare offer our intelligent workforce solution.
eWIN Inspirational Story - Matthew Carlisle v1.3Debbie Crouch
The document discusses an apprenticeship program in healthcare science created by Health Education Yorkshire to develop new roles and skill mixes within healthcare science disciplines. It introduces Matthew Carlisle, a 23-year-old apprentice in medical engineering at a hospital in Leeds. Matthew has taken on an ambassador role to promote apprenticeships and attract talent to healthcare jobs.
1. The company spent $1 million on a waitress training program but customer satisfaction surveys showed no improvement in service levels afterwards.
2. An external consultant was hired to evaluate the failed training program. He found that the program was too "static" and did not account for dynamics before, during, and after training.
3. The consultant developed a "DYNAMIC TRAINING" program that considered these dynamics. It focused on continually impacting employees before, during, and after core training. This dynamic approach helped improve service levels, increase customer checks, boost employee morale, and decrease turnover according to subsequent surveys and reports.
The document describes a training program implemented by a large restaurant chain that initially failed to improve customer service levels despite spending $1 million. An external consultant was brought in and identified the program as too "static", focusing only on the core training. The consultant developed a "Dynamic Training" approach that considered forces before, during, and after training to get natural inertia working for the goals. This included implanting a vision, building skills, and providing continuous reinforcement. When implemented, the Dynamic Training program significantly improved multiple metrics like customer satisfaction, average checks, and employee morale and retention.
This document outlines the design of a kiosk for a dental clinic to provide patients information while waiting. It identifies three waiting stages patients experience and proposes the kiosk help reduce waiting time by engaging patients. A persona of typical patients is described who want efficient service and clarity on dental care. The kiosk aims to help patients understand dental services and check clinic details. Mind maps show information categories to include in the interface like clinic overview, procedures, and contact information. Comparisons were made between content options.
Setting proper expectations is crucial for satisfaction in refractive surgery. At the corporate level, unmet expectations can cause investors to lose confidence and stock prices to drop. For doctors, not meeting expectations can lead to lower procedural volumes and unhappiness. Patients are less satisfied if their expectations for outcomes or treatment are not fulfilled, potentially damaging word-of-mouth. Properly managing expectations at each touchpoint, from advertising to post-op care, is key to exceeding expectations and gaining loyal, satisfied customers.
This document discusses investing in one's refractive surgery practice during an economic downturn. It recommends focusing on improving the customer experience through investing in staff ("people"), refining processes, instilling passion in employees, and promoting refractive surgery as an experience rather than just a good or service ("product"). The author argues this will differentiate practices and reward them handsomely when economic conditions improve.
(1) The document discusses how most people dislike visiting the doctor and see it as an unpleasant experience. (2) It argues that refractive surgeons should focus on making the entire patient experience, not just the surgery itself, as positive as possible in order to attract more patients and overcome their fear of doctors' offices. (3) The author provides suggestions for how practices can make visits more fun and engaging for patients through entertainment, patient involvement, and excitement.
We know that recruiting and retaining is tough for many healthcare employers, and as our demand for health and care services becomes greater, that task will only get more difficult.
That is why H1 Healthcare offer our intelligent workforce solution.
eWIN Inspirational Story - Matthew Carlisle v1.3Debbie Crouch
The document discusses an apprenticeship program in healthcare science created by Health Education Yorkshire to develop new roles and skill mixes within healthcare science disciplines. It introduces Matthew Carlisle, a 23-year-old apprentice in medical engineering at a hospital in Leeds. Matthew has taken on an ambassador role to promote apprenticeships and attract talent to healthcare jobs.
1. The company spent $1 million on a waitress training program but customer satisfaction surveys showed no improvement in service levels afterwards.
2. An external consultant was hired to evaluate the failed training program. He found that the program was too "static" and did not account for dynamics before, during, and after training.
3. The consultant developed a "DYNAMIC TRAINING" program that considered these dynamics. It focused on continually impacting employees before, during, and after core training. This dynamic approach helped improve service levels, increase customer checks, boost employee morale, and decrease turnover according to subsequent surveys and reports.
The document describes a training program implemented by a large restaurant chain that initially failed to improve customer service levels despite spending $1 million. An external consultant was brought in and identified the program as too "static", focusing only on the core training. The consultant developed a "Dynamic Training" approach that considered forces before, during, and after training to get natural inertia working for the goals. This included implanting a vision, building skills, and providing continuous reinforcement. When implemented, the Dynamic Training program significantly improved multiple metrics like customer satisfaction, average checks, and employee morale and retention.
This document outlines the design of a kiosk for a dental clinic to provide patients information while waiting. It identifies three waiting stages patients experience and proposes the kiosk help reduce waiting time by engaging patients. A persona of typical patients is described who want efficient service and clarity on dental care. The kiosk aims to help patients understand dental services and check clinic details. Mind maps show information categories to include in the interface like clinic overview, procedures, and contact information. Comparisons were made between content options.
Setting proper expectations is crucial for satisfaction in refractive surgery. At the corporate level, unmet expectations can cause investors to lose confidence and stock prices to drop. For doctors, not meeting expectations can lead to lower procedural volumes and unhappiness. Patients are less satisfied if their expectations for outcomes or treatment are not fulfilled, potentially damaging word-of-mouth. Properly managing expectations at each touchpoint, from advertising to post-op care, is key to exceeding expectations and gaining loyal, satisfied customers.
This summary provides an overview of the TNJFON.org nonprofit website project. The project lead was Wade Munday, the Executive Director, who built the website in-house. The regional nonprofit advocacy group, TNJFON.org, gives a voice and legal representation to those wishing to stay in the country legally. The website used the Divi theme from Elegant Themes and the Give recurring donations plugin from WordImpress. Wade chose the Give plugin over Gofundme because Give had friendly recurring donations functionality and he wanted to prioritize a good user experience on the website.
Clare Schuebel is seeking a position that challenges her to perform at high quality standards. She has experience as a server at Chili's in Woodbury, Minnesota where she ensured customer satisfaction and handled food orders, payments, and cleaning duties. Additionally, she worked as an assistant teacher at Little Minds Learning Center in Hudson, Wisconsin where she taught children ages 3, wrote lesson plans, and assisted with daily operations. Schuebel also has cashier experience at Kowalski's Markets in Woodbury. She is currently an Elementary Education candidate at the University of Wisconsin-River Falls with a background in culinary arts and cosmetology from Century College.
Bumi berbentuk melonjong dari kutub ke ekuator karena efek sentrifugal dari rotasi buminya. Rotasi bumi menyebabkan adanya percepatan sentrifugal yang membuat jari-jari bumi lebih besar di ekuator dibanding di kutub. Jika bumi diam, ia akan berbentuk bola sempurna yang tidak sesuai dengan pengamatan. Oleh karena itu, bentuk melonjong bumi mendukung asumsi bahwa bumi berotasi.
Bumi berbentuk melonjong dari kutub ke ekuator karena efek sentrifugal dari rotasi buminya. Rotasi bumi menyebabkan adanya percepatan sentrifugal yang lebih besar di ekuator dibanding kutub, sehingga jari-jari bumi di ekuator lebih besar daripada di kutub. Jika bumi diam, ia akan berbentuk bola sempurna, tidak sesuai dengan pengamatan.
For every bar purchased, this company donates a bar to a homeless veteran. Their promotion aims to provide food for homeless veterans by giving a bar to a veteran for each one sold. Customers can support veterans by purchasing a bar and knowing that another will be donated through this company's program.
Exercícios para trabalhar a atenção/concentração de forma lúdica encontrando na sopa de letras as palavras solicitadas, respeitando os casos de leitura respetivos.
Cuadro Comparativo de Opciones para el RetiroMauricio Priego
Cuadro comparativo de diferentes herramientas de ahorro e inversión que puedes implementar en tu estrategia para el retiro (Fondos, Afores, Modalidad 40, ...)
ATG Logistics & Supply Chain is a full-service global logistics and supply chain company that focuses on providing reliable, innovative and cost-effective solutions. They work with clients globally to identify optimal economic and sustainable solutions to achieve business goals. Their solutions are based on four pillars: lean and efficient operations, risk assessment and mitigation, understanding market drivers, and regionalization. They specialize in upstream shale oil supply chains and offer services including project supply chain management, inbound and outbound supply chain management, remote worker supply chain management, and emergency supply chain support.
Este documento discute las oportunidades y desafíos que enfrenta el sector asegurador en el entorno digital. Presenta oportunidades como diseñar productos personalizados basados en análisis de datos y mejorar la experiencia del cliente a través de canales digitales. Entre los desafíos se encuentran asegurar la transparencia y educación financiera de los clientes, prevenir conductas anticompetitivas y protegerse contra ciberriesgos. El documento concluye que la tecnología digital representa una gran oportunidad para el crec
Staying Open - The Gateway to Life's Infinite Possibilities, by Michael MamasMichael Mamas
The document discusses staying open to life's possibilities rather than establishing a fixed path. It argues that intense emotions are rarely a solid foundation for life plans. Deeper than emotions lies the fine feeling level of wisdom and reason, which offers a balanced understanding. Staying open like the wise is staying at peace with the paradox and unknown nature of life through patience. Our relationship with life is flexible, and staying open is the gateway to infinite possibilities found through inner knowing rather than faith in facts.
A química orgânica estuda compostos de carbono importantes na origem e ciclo da vida. Moléculas orgânicas primitivas há 3,5 bilhões de anos deram origem à vida, e compostos orgânicos são essenciais nos processos de fotossíntese e respiração. A química orgânica evoluiu da identificação de compostos naturais para a síntese artificial em laboratório.
Assembling Your Staff
The practice of medicine is by far one of the most important fields in which people can work. Taking care of peoples health is such an important profession that it should have only employees who take pride in their job and want to come to work each week
In my latest article for Dentistry Scotland magazine, I explain why patient consultation groups (PCGs) are an excellent way of getting feedback from patients and explain how to set up and organise them.
This document discusses improving business productivity through more effective employee training. It notes that while training is important, budgets are tight and current training methods are often ineffective. It promotes the idea that training needs to be more engaging, interactive, and flexible to fit employees' schedules in order to better connect with trainees and improve knowledge retention. The document introduces Productive Training technology solutions that can deliver high-quality instructor-led training remotely or in-person, making training more accessible and reducing costs.
This document provides information for a speaker packet for Jan Keller & Associates, a practice management consulting firm. It includes testimonials praising Jan Keller's expertise in areas like customer service, communication, and hiring. The document summarizes several of Jan's presentation topics which provide dental practices with strategies and tools to improve areas like identifying "blind spots", hiring effectively, patient retention, payment practices, and avoiding no-shows. Jan's bio highlights her extensive experience in dentistry and practice management consulting.
The document discusses the role of a patient coordinator in a dental practice. A patient coordinator can enhance patient communication and experience. They help exceed patient expectations by communicating treatment plans clearly, discussing financial options, and following up with patients after their initial consultation. Key responsibilities of a patient coordinator include communicating effectively with patients, delivering excellent customer service, discussing treatment and financial options, and helping patients decide on and commit to a treatment plan. Hiring a patient coordinator or training an existing staff member can improve practice communication, increase treatment uptake, and boost business outcomes.
1) Measuring customer satisfaction is critical for refractive surgery practices to attract new patients, but many practices do not formally survey patients.
2) While patients are often satisfied with the results of LASIK, they may be dissatisfied with aspects of the customer service experience like long wait times. These service issues negatively impact customer satisfaction and referrals.
3) Practices should regularly survey all patients using simple questions to rate their overall experience and willingness to refer others. Gathering feedback helps identify areas for improvement critical to growing the business.
The document discusses how medical practices need to focus on improving the patient experience beyond just quality of care. It highlights that patients value how they are treated during their care as much as the actual medical care. The author argues practices need to get outside feedback on their patient experience through surveys and benchmarking to identify areas for improvement. Implementing changes requires strong leadership to make continual improvement part of the practice culture. Going forward, the author will provide examples from other industries on best practices for enhancing the customer experience that can be applied to refractive surgery practices.
Organizations are struggling to support their teams during this period of uncertainty. Many of the activities we love and cherish are now “out of bounds”. I was asked by the Professional Golfers Association of Canada to provide some tips for their members
This document discusses good habits that successful vision care practices employ in their marketing and operations. It identifies seven good habits: 1) viewing consultations as opportunities for sales; 2) providing excellent patient experiences both online and during interactions; 3) strategic personnel investment and management; 4) utilizing internal marketing; 5) employing basic external marketing techniques; 6) understanding the digital landscape; and 7) tracking marketing results. The document stresses the importance of regularly identifying and replacing bad habits to improve the patient experience and practice growth.
10 actions for facilities managers to improve job satisfactionMartin Leitch
Qualifications cost money and experience takes time, but these 10 low cost and timely actions will help facilities managers improve their job satisfaction
Maintaining high levels of motivation and commitment of your clinical researc...TrialJoin
Clinical research projects usually have longer duration periods, so it’s not surprising that your research team can start losing focus and motivation after some time. Maintaining high levels of motivation, engagement, and commitment from the PI, coordinator, and all other individuals involved in research is extremely important for a successful project. This means that you will need to maintain the engagement of each individual separately as well as the whole team. Bringing back this focus and attention can sometimes be a big challenge for CRAs, sponsors or CROs.
Seeing how this problem is so common in the research community and how many people are constantly struggling with this question, we’ve decided to help you reach your best potential by showing you how to increase and maintain your team’s motivation and engagement in your research.
This summary provides an overview of the TNJFON.org nonprofit website project. The project lead was Wade Munday, the Executive Director, who built the website in-house. The regional nonprofit advocacy group, TNJFON.org, gives a voice and legal representation to those wishing to stay in the country legally. The website used the Divi theme from Elegant Themes and the Give recurring donations plugin from WordImpress. Wade chose the Give plugin over Gofundme because Give had friendly recurring donations functionality and he wanted to prioritize a good user experience on the website.
Clare Schuebel is seeking a position that challenges her to perform at high quality standards. She has experience as a server at Chili's in Woodbury, Minnesota where she ensured customer satisfaction and handled food orders, payments, and cleaning duties. Additionally, she worked as an assistant teacher at Little Minds Learning Center in Hudson, Wisconsin where she taught children ages 3, wrote lesson plans, and assisted with daily operations. Schuebel also has cashier experience at Kowalski's Markets in Woodbury. She is currently an Elementary Education candidate at the University of Wisconsin-River Falls with a background in culinary arts and cosmetology from Century College.
Bumi berbentuk melonjong dari kutub ke ekuator karena efek sentrifugal dari rotasi buminya. Rotasi bumi menyebabkan adanya percepatan sentrifugal yang membuat jari-jari bumi lebih besar di ekuator dibanding di kutub. Jika bumi diam, ia akan berbentuk bola sempurna yang tidak sesuai dengan pengamatan. Oleh karena itu, bentuk melonjong bumi mendukung asumsi bahwa bumi berotasi.
Bumi berbentuk melonjong dari kutub ke ekuator karena efek sentrifugal dari rotasi buminya. Rotasi bumi menyebabkan adanya percepatan sentrifugal yang lebih besar di ekuator dibanding kutub, sehingga jari-jari bumi di ekuator lebih besar daripada di kutub. Jika bumi diam, ia akan berbentuk bola sempurna, tidak sesuai dengan pengamatan.
For every bar purchased, this company donates a bar to a homeless veteran. Their promotion aims to provide food for homeless veterans by giving a bar to a veteran for each one sold. Customers can support veterans by purchasing a bar and knowing that another will be donated through this company's program.
Exercícios para trabalhar a atenção/concentração de forma lúdica encontrando na sopa de letras as palavras solicitadas, respeitando os casos de leitura respetivos.
Cuadro Comparativo de Opciones para el RetiroMauricio Priego
Cuadro comparativo de diferentes herramientas de ahorro e inversión que puedes implementar en tu estrategia para el retiro (Fondos, Afores, Modalidad 40, ...)
ATG Logistics & Supply Chain is a full-service global logistics and supply chain company that focuses on providing reliable, innovative and cost-effective solutions. They work with clients globally to identify optimal economic and sustainable solutions to achieve business goals. Their solutions are based on four pillars: lean and efficient operations, risk assessment and mitigation, understanding market drivers, and regionalization. They specialize in upstream shale oil supply chains and offer services including project supply chain management, inbound and outbound supply chain management, remote worker supply chain management, and emergency supply chain support.
Este documento discute las oportunidades y desafíos que enfrenta el sector asegurador en el entorno digital. Presenta oportunidades como diseñar productos personalizados basados en análisis de datos y mejorar la experiencia del cliente a través de canales digitales. Entre los desafíos se encuentran asegurar la transparencia y educación financiera de los clientes, prevenir conductas anticompetitivas y protegerse contra ciberriesgos. El documento concluye que la tecnología digital representa una gran oportunidad para el crec
Staying Open - The Gateway to Life's Infinite Possibilities, by Michael MamasMichael Mamas
The document discusses staying open to life's possibilities rather than establishing a fixed path. It argues that intense emotions are rarely a solid foundation for life plans. Deeper than emotions lies the fine feeling level of wisdom and reason, which offers a balanced understanding. Staying open like the wise is staying at peace with the paradox and unknown nature of life through patience. Our relationship with life is flexible, and staying open is the gateway to infinite possibilities found through inner knowing rather than faith in facts.
A química orgânica estuda compostos de carbono importantes na origem e ciclo da vida. Moléculas orgânicas primitivas há 3,5 bilhões de anos deram origem à vida, e compostos orgânicos são essenciais nos processos de fotossíntese e respiração. A química orgânica evoluiu da identificação de compostos naturais para a síntese artificial em laboratório.
Assembling Your Staff
The practice of medicine is by far one of the most important fields in which people can work. Taking care of peoples health is such an important profession that it should have only employees who take pride in their job and want to come to work each week
In my latest article for Dentistry Scotland magazine, I explain why patient consultation groups (PCGs) are an excellent way of getting feedback from patients and explain how to set up and organise them.
This document discusses improving business productivity through more effective employee training. It notes that while training is important, budgets are tight and current training methods are often ineffective. It promotes the idea that training needs to be more engaging, interactive, and flexible to fit employees' schedules in order to better connect with trainees and improve knowledge retention. The document introduces Productive Training technology solutions that can deliver high-quality instructor-led training remotely or in-person, making training more accessible and reducing costs.
This document provides information for a speaker packet for Jan Keller & Associates, a practice management consulting firm. It includes testimonials praising Jan Keller's expertise in areas like customer service, communication, and hiring. The document summarizes several of Jan's presentation topics which provide dental practices with strategies and tools to improve areas like identifying "blind spots", hiring effectively, patient retention, payment practices, and avoiding no-shows. Jan's bio highlights her extensive experience in dentistry and practice management consulting.
The document discusses the role of a patient coordinator in a dental practice. A patient coordinator can enhance patient communication and experience. They help exceed patient expectations by communicating treatment plans clearly, discussing financial options, and following up with patients after their initial consultation. Key responsibilities of a patient coordinator include communicating effectively with patients, delivering excellent customer service, discussing treatment and financial options, and helping patients decide on and commit to a treatment plan. Hiring a patient coordinator or training an existing staff member can improve practice communication, increase treatment uptake, and boost business outcomes.
1) Measuring customer satisfaction is critical for refractive surgery practices to attract new patients, but many practices do not formally survey patients.
2) While patients are often satisfied with the results of LASIK, they may be dissatisfied with aspects of the customer service experience like long wait times. These service issues negatively impact customer satisfaction and referrals.
3) Practices should regularly survey all patients using simple questions to rate their overall experience and willingness to refer others. Gathering feedback helps identify areas for improvement critical to growing the business.
The document discusses how medical practices need to focus on improving the patient experience beyond just quality of care. It highlights that patients value how they are treated during their care as much as the actual medical care. The author argues practices need to get outside feedback on their patient experience through surveys and benchmarking to identify areas for improvement. Implementing changes requires strong leadership to make continual improvement part of the practice culture. Going forward, the author will provide examples from other industries on best practices for enhancing the customer experience that can be applied to refractive surgery practices.
Organizations are struggling to support their teams during this period of uncertainty. Many of the activities we love and cherish are now “out of bounds”. I was asked by the Professional Golfers Association of Canada to provide some tips for their members
This document discusses good habits that successful vision care practices employ in their marketing and operations. It identifies seven good habits: 1) viewing consultations as opportunities for sales; 2) providing excellent patient experiences both online and during interactions; 3) strategic personnel investment and management; 4) utilizing internal marketing; 5) employing basic external marketing techniques; 6) understanding the digital landscape; and 7) tracking marketing results. The document stresses the importance of regularly identifying and replacing bad habits to improve the patient experience and practice growth.
10 actions for facilities managers to improve job satisfactionMartin Leitch
Qualifications cost money and experience takes time, but these 10 low cost and timely actions will help facilities managers improve their job satisfaction
Maintaining high levels of motivation and commitment of your clinical researc...TrialJoin
Clinical research projects usually have longer duration periods, so it’s not surprising that your research team can start losing focus and motivation after some time. Maintaining high levels of motivation, engagement, and commitment from the PI, coordinator, and all other individuals involved in research is extremely important for a successful project. This means that you will need to maintain the engagement of each individual separately as well as the whole team. Bringing back this focus and attention can sometimes be a big challenge for CRAs, sponsors or CROs.
Seeing how this problem is so common in the research community and how many people are constantly struggling with this question, we’ve decided to help you reach your best potential by showing you how to increase and maintain your team’s motivation and engagement in your research.
This document provides 25 tips for motivating call center staff. Some of the key tips include recognizing employees for good work through rewards, praise, and opportunities for growth. It also emphasizes the importance of listening to staff needs, providing the right tools and environment for them to do their jobs well, and keeping morale high through regular feedback, training, and fun team-building activities. The overall message is that motivated employees are more productive, so call centers should focus on creating a positive culture where staff feel valued, supported and able to perform at their best.
This document discusses using workshops to develop a customer-focused culture by translating high-level service standards into specific employee behaviors. It recommends that workshops:
1) Provide context on current customer experiences, standards, and challenges through research findings.
2) Use activities to build employee empathy for customers and motivate them to consistently meet standards.
3) Empower employees to brainstorm solutions to issues through breakout groups and develop personal action plans to enhance the customer experience.
Setting clear expectations and follow up helps employees apply what they learn from the workshops. A case study shows how these workshops helped a healthcare provider reinforce their customer service philosophy and improve specific touchpoint experiences.
7 ways to get more value from your precious customer insightMartin Wright
How often have you seen expensive research gathering dust; wasted and ignore? Insights capable of helping a company become fitter, more popular and richer crowded out by today’s urgent demands?
In this multi-channel, fast moving and competitive world understanding customers better has never been more important.
Here are seven things we do that help companies fully exploit the value locked in this rich resource. Some are simple, others require effort; all provide great value for money.
This document discusses four key elements for building a successful refractive surgery team:
1) Hiring well by looking beyond traditional candidates and involving current staff in the hiring process. Testing candidates through temporary occupational tryouts.
2) Providing formal training programs with goals and job descriptions to develop new employees.
3) Communicating effectively through regular staff meetings to reinforce goals and priorities.
4) Celebrating team successes and accomplishments to boost morale beyond annual holidays. Measuring team performance helps improve averages over time.
The document provides guidance on best practices for onboarding new employees. It recommends making the new employee feel welcome on their first day by learning their favorite snack and having it on their desk. It also suggests taking the new employee to lunch on their first day and giving them a tour to help them feel connected from day one. The document outlines additional strategies for acclimating new hires such as announcing their arrival, encouraging interactions with coworkers, explaining company culture, setting goals and expectations, providing resources and training, assigning a mentor, giving recognition, and fostering an ongoing relationship with the new employee.
Recruit Potential Module 3 Successful Induction and Development caniceconsulting
This document provides guidance on conducting an effective induction for new employees, particularly those recruited based on their potential. It discusses the importance of induction, outlines the key components of an induction process, and explains the benefits of a thorough induction program, such as better integration, higher job satisfaction, and reduced turnover. The document recommends structuring an induction around an organizational overview, physical orientation, explanatory introduction, additional learning opportunities, and introduction to one-on-one meetings. It also provides templates and sample questions to aid in conducting one-on-one meetings.
This document discusses performance evaluations in early childhood education. It explains that performance evaluations have a negative connotation as being used to tell employees they are doing something wrong, but that is not their true purpose. The top reasons for performance evaluations are to develop employees' skills and recognize their achievements. The goal of evaluations should be development, not judgement, and they are an important way for educators and organizations to continually improve.
The document provides guidance on retaining, evaluating, and growing a call center team. It discusses the importance of staff retention and understanding why employees leave. It recommends giving employees additional interesting work, consulting with them, promoting from within, varying their daily tasks, and offering flexible shifts. The document also stresses the importance of evaluating employee performance based on key metrics and goals. Finally, it suggests ways to help growing employees feel motivated by assigning them new challenges, supporting career development, and hiring those that are a good motivational fit.
Remote Working in a Crisis: A Workplace Toolkit [White Paper]Sage HR
The document provides guidance for remote working and managing remote teams during a crisis. It suggests establishing frequent communication with clear expectations. Use collaboration technology to maintain connections and consider individual preferences for communication. Offer encouragement and support for wellbeing. Social interaction is important to prevent isolation, so encourage virtual informal meetings. Take care of your own wellbeing as well.
Similar to Aesthetic Dentistry Today Feb 2012 (20)
Legionella risk assessments (LRAs) are required by law for all dental practices to identify risks from Legionella bacteria in water systems. An LRA involves a qualified assessor thoroughly examining a practice's hot and cold water systems to test for potential Legionella growth. Areas like water tanks, pipes, dental unit waterlines and any places water is stored between 20-45°C are inspected. The assessor provides a comprehensive report afterwards detailing any risks found, control measures required, and a monitoring schedule to maintain compliance. While an initial LRA may be expensive, ongoing compliance is important for staff and patient safety and can help practices avoid legal and health issues.
In preparation for my series of articles in Dental Tribune in 2013 about developing the perfect dental practice, I suggest some research and reading to do over Christmas.
The document discusses improving the readability of patient information materials in dental practices. It provides background on readability indices and assessments. It recommends testing practice websites and printed materials using tools like the SMOG calculator and Plain English Campaign standards. Evaluating readability can help ensure patients clearly understand important health information.
In this article I give the background to Legionnaires\' disease and explain what is involved in a Legionella Risk Assessment (LRA). There are also images of some of the horrific things I\'ve discovered when doing LRAs.
It\'s vitally important that dental practices and team members are as visible and memorable as possible. In this article, I suggest ways of achieving it.
Part six of my series of articles about how to improve your practice. In this article I discuss how your marketing activity should be integrated with your team.
This is part five of my continuing series of articles about how to improve your dental practice. In this article, I discuss ways of developing a patient-centred practice.
The PowerPoint slides from my presentation to the Dental Professionals Association seminar at The Dentistry Show (NEC, Birmingham) on 3 March 2012. I discussed how to improve the patient journey and gave examples of good practice.
The document discusses handling negative comments and complaints made through social media. It recommends that practices regularly monitor their social media to promptly respond to any complaints. Practices should also seek feedback from patients, referring dentists, laboratories, and other stakeholders to identify problems and drive improvement. Specifically gathering informal feedback from patients and conducting short surveys after appointments can provide valuable information to enhance patient experience.
1. practicemanagement
Training for the front line
Jacqui Goss says formal and informal staff training is an investment in
your reception staff that yields huge returns
I
n my previous article, I gave examples of a warm, outgoing personality. The chances are Mystery calls training sandwich
how well trained reception staff can encour- they’ll do well in your FoH team. However, even The above has been about informal training.
age business growth. Here, I’m going to dis- the best of them are unlikely to be as good as More formal training for FoH staff will usually
cuss the value of team training in broader terms. they could be. This requires ongoing coaching involve a discussion of the key aspects of the
I’m talking about non-clinical topics that make and mentoring. FoH staff should be involved in ‘patient journey’ and an exploration of their
for excellent patient journeys. The members of your team meetings. They need to know about roles in it. This will naturally vary from prac-
your team who are, quite literally, in the front new developments in your practice so they can tice to practice which is why I favour in-house,
line are your front of house (FoH) staff. They introduce them as features when talking with bespoke training. It is also good for reception
mostly take the phone calls and see to patients prospective and existing patients. staff to take part in role plays. Rarely do they
as they enter and depart your practice. If their For example: ‘Hello Mrs Goss, you’re a little get the opportunity to rehearse responses to, for
role is vital in a general practice, I’d argue it’s early for your appointment. Would you’d like to example, potential new patients, patients that
even more critical when patients are consider- wait in the patients’ room – we’ve redecorated it are unhappy with the service they’ve received
ing or undertaking cosmetic treatment. recently and put in comfier chairs. Let me know or patients asking lots of detailed questions.
what you think.’ Or, when talking on the phone The training is best preceded by mystery
Selling with a smile to a potential new patient: ‘… and our specialist calls to the practice to identify weaknesses
While visiting a dentist regularly is important dentist, Mrs Goss, has recently returned from that need to be addressed. They might include
for maintaining good oral health, for many pa- America having trained in a new cosmetic den- such simple things as speaking the greeting too
tients cosmetic dentistry is nice but not essen- tistry technique.’ quickly or not clearly enough – easily done
tial. It’s like a special holiday, an elegant night when you say: ‘Good morning, Goss Dental
out or a new car even. Consider the last time Front line surveys Practice, Jacqui Speaking, how may I help you?’
you made such a purchase – I’ll bet the service Remembering that CQC Outcome 1 (Respecting many times a day. However, the caller needs to
you received was a good part of the reason you and Involving people who use services…) im- be able to clearly identify that they have rung
went ahead. And this is why the attitude and plies a requirement to survey patients to get the correct number, so the delivery needs to be
expertise of your FoH staff can be so important. their feedback, FoH staff can usefully do this in at a slower speed than normal speech.
Obviously, you will have recruited people an informal way. At your team meetings, agree Some weeks after the training, more mystery
with an aptitude, or an expected aptitude, for a particular aspect of the practice about which calls can be commissioned to ensure that the
dealing with members of the public (and that you’d like to know patients’ views. It could be learning points discussed and agreed are still
fit within your required profile to suit you and something you’ve done or something you’re being put into practice. I also recommend that
your team). They may be from a reception back- thinking of doing. For an agreed period (say, staff other than the FoH team get involved in
ground, have retail sales experience or be some- one week) all FoH staff enquire of patients eg: the training. If dental staff sit in for at least part
one with no employment track record but with ‘We’re thinking of putting a TV in the waiting of the day and become involved in the discus-
room. Would you be in favour of this or not?’ sions, this helps FOH team members to feel
For more general feedback, FoH staff can ask integrated into the running (and consequent
A proven manager
open questions, such as: ‘How could we have success) of the practice. There are two further
of change and
made your visit even more pleasant?’ reasons why wider participation is good. First,
driver of dramatic
Not only can this interaction with patients each and every team member, clinical and non-
business growth,
provide valuable feedback but it also helps per- clinical, should be able to answer the telephone
Jacqui Goss is the
sonalise the relationship they have with your to the agreed standard – even if they cannot
managing partner
staff. We’ve all heard (the urban myth?) that call deal with the caller’s enquiry. Second, in the
of Yes!RESULTS. By
centre staff abroad are given British news so they training sessions I’ve run, clinical team mem-
using Yes!RESULTS
can talk about the weather or football results or bers will quite often comment that they didn’t
for patient coordination, patient surveys,
a Royal Wedding with callers from the UK. For know patients and prospective patients asked
business audits and staff training,
your FoH staff, I suggest you encourage them to a particular question or are interested to know
dental practices see an increase in
chat together and with other team members to about a certain procedure.
treatment plan take-up, improved patient
learn about local events. They can then talk to That’s as much as I can cover in the space
satisfaction and more appointments.
patients about such things as the local carnival, available here but I hope I’ve convinced you
Yes!RESULTS turns good practices into
a new shopping centre or the expected visit by that on-going training, mentoring, coaching
great practices. Tel: 08456 44 80 66
the Princess Royal. Next time you see a team and assessment is as vital for your FoH staff
Email: jacqui@yesresults.co.uk Website:
member reading a local newspaper or looking at as CPD is to the ‘wet fingered’ members of the
www.yesresults.co.uk
a website, don’t rush to assume they are skiving! team. adt
adt February 2012 71
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