Customer Service

“Time” for Customer Service

In a world where patients voice their praise and complaints instantaneously, timely service helps patients spread the good word about your practice.

By Elizabeth Holloway, Clearwater, FL

Great customer service is a pledge that physicians and staff commit to every day. While patients expect the finest medical care from the physician, patients are also seeking a customer service experience from the entire staff. From the moment patients call the office to the time patients checkout, patients are a part of the customer service experience. The entire practice is “on-stage,” and the staff is a reflection of the physician. Patients equate the customer service experience to the type of medical care they receive. A poor customer service experience erodes confidence in the physician. In today's focus of health care reform, quality of care is constantly being analyzed by patients, and they now have on-line forums where they can voice both their praise and complaints to the world. Now, more than ever, customer service must be a part of a practice's strategic plan.

Not only do patients expect to have friendly service, but they also expect to have timely service. Too long of a wait time in the front lobby or the dilation room can ruin all of the good will the practice's team can generate. From a technician being out sick to the computers “going down,” wait time for patients can be challenged by many factors. However, patients still expect their time to be valued.

Efficiency issues can erode a staff's morale, which will ultimately cause other customer service issues. When these problems occur, the initial response from the staff may be to reduce the physician's schedule. While having too many patients per hour can be a factor in efficiency, the administration of the practice has the responsibility to look at all facets of patient flow and provide solutions. Cutting a physician's schedule a few encounters per day can dramatically reduce the practice's overall profitability, making a diagnosis of the true problem essential. After diagnosing the problems and creating a plan, the practice will need to commit to meeting patients' expectations.

Develop a plan

To develop a plan, a practice may want to consider the following:

■ Collect data: Determine what is really causing the problem. Conduct time studies analyzing all facets of the practice's operation. Is there a delay at the front desk when completing patient paperwork? Are the ophthalmic technicians meeting the national benchmark of 3-4 patients per hour? Are the physicians taking phone calls or texting in between patients? Does the floor plan for patient traffic lead to fewer steps by both staff and physicians?

■ Define patient expectations: Determine the message that patients should have about their wait time prior to the patient ever arriving in the office. Do patients understand the time it takes for a comprehensive exam with an ophthalmologist? Have patients been effectively educated on what to expect from their experience? If the schedule does start to run behind, what protocol is put in place to 1) help the team get back on schedule and 2) keep patients informed so that they can know what to expect?

■ Consider a consultant: Determine if the practice needs a qualified expert to help analyze collected data.

■ Physician/staff commitment: Determine customer service / efficiency goals for the practice and develop buy-in. Does the administration need to hold staff meetings to keep the customer service goals fresh?

Timely service sets the stage for great customer service. A focus on efficiency can help patients have confidence in their care, keep patients coming back, and spread the good word that they have the best eye doctor in the area! OP

Ms. Holloway is the Chief Operations Officer for Eye Site of Tampa Bay in Clearwater, FL. Her current certifications include Professional in Human Resources (PHR) and Certified Patient Service Specialist (CPSS).