How a Personality Assessment Can Help in the Hiring Process
By Daniel Abramson, StaffDynamics
When staffing an optometric practice, or any organization, the goal is to hire on attitude and teach technique. For example, if you are looking for a front-desk person,. you want them to be well organized, to have experience working with Insurance companies, and to know how to do patient recall. However, you also want to be sure that their personality will be compatible with the office culture in your practice. Read more...
Best Practices for Managing Accounts Receivable
By Mark Wright, OD, FCOVD
All optometric practices should strive for an accounts receivable balance of zero. Why? Because unpaid bills become a barrier between the doctor and the patient. If a patient owes you money and they wake up with red eye, they are less likely to come to your practice for their care.
And that’s not good. So how can you handle accounts receivable so that patients’ bills are paid before they leave your practice? Here are three simple steps. Read more....
Requesting Referrals from Net Promoters
By Dave Ziegler, OD, FAAO
Increasing the number of patients who refer friends and family to your practice is vital for growth and success. Management consultant Fred Reichheld coined the phrase “The Ultimate Question” to describe the degree to which present customers are willing to refer other potential customers. Applied to an optometric practice, this means measuring, on a scale of 1 to 10, how likely present patients are to recommend your practice to friends and family. According to Reichhelds “Net Promoter” method, those who answer 9 or 10 are “promoters,” and practices should monitor their “net promoter score” as a measure of practice performance and growth potential . Read more....