Medical practice leaders facing persistent staffing shortages often struggle to maintain high-quality patient experiences. In the latest MGMA Insights Podcast, Kristin Baird, CEO of the Baird Group and nationally recognized expert on patient experience, offers strategic insights for practices struggling to balance operational demands with exceptional service standards.
Setting Service Standards While Facing Turnover
Baird identifies how staffing turnover as a critical issue in healthcare, particularly among front desk personnel and medical assistants. "It's hard for practice leaders to keep up with a consistently positive patient experience when constantly onboarding folks, and it’s hard for the staff when they’re constantly onboarding peers."
In spite of these pressures, practice leaders must create clear expectations that define how patient interactions should occur. One of Baird's key recommendations is establishing explicit service standards. "If you have not articulated the standards, then service might be seen as a suggestion," she warns.
Baird recommends a comprehensive three-pronged strategy focusing on people, process, and place.
People: Leadership and Recognition
Healthcare leaders must prioritize their team's engagement and well-being, particularly during challenging staffing periods. Baird emphasizes the critical role of leadership in supporting staff, noting, "The leader is definitely the encourager, the cheerleader, the coach." She recommends a robust recognition approach, advising leaders to be "generous with your recognition" and use the "three P's” (being personal, prompt, and plentiful) to build team morale and motivation. Below are five things leaders can do with and for their people:
- Round Frequently on staff and patients.
- Cover for breaks and pitch in when you can
- Give recognition: Have a robust recognition process in place to recognize their hard work and get patients involved. Share their feedback.
- Cross train: This can do a lot in helping an already-stretched staff. If they know the various roles, they can pitch in as needed. This build a stronger team where people feel supported.
- Educate Staff on Services: When they are knowledgeable about services they are more empowered to solve problems and adapt to patient needs.
Process: Leveraging Automation
Automation and technological solutions can significantly reduce administrative burdens and improve practice efficiency. "Automate wherever possible," Baird advises, highlighting the potential of AI to streamline operations without replacing staff. She encourages practices to view AI as "another staff member" that can handle routine tasks, ultimately giving employees "more time and headspace for service." Below are four things leaders can do to enhance process:
- Automate where possible
- Hand off things that can be done elsewhere: One example may be to use call centers for scheduling instead of keeping the appointment scheduling inhouse.
- Drop non-essential tasks and meetings during high volume periods
- Ideate: Actively solicit staff ideas for creating greater efficiencies
Place: Creating Efficient Workspaces
Creating an efficient and supportive physical workspace is crucial for maintaining staff productivity and reducing unnecessary stress. Baird recommends using "spaghetti diagrams" to track workflow inefficiencies and optimize movement within the practice. She also emphasizes the importance of creating sacred spaces for staff, such as break rooms where employees can decompress "without hearing overhead pages" and feel temporarily removed from workplace pressures. Below is a breakdown for what leaders can do to optimize their place:
- Set up space for the highest efficiencies. Consider creating spaghetti diagram to visualize steps needed to complete a task.
- Make sure equipment is accessible and in working order: having to hunt down equipment wastes time and adds stress.
- Have a decompression zone: a break room or other spot where staff can get away from the stress for breaks. Consider things like coloring books, food, laugh of the day, or Kudos Board as diversions.
Maintaining Patient-Centered Focus
Despite challenges, Baird emphasizes that patient expectations remain constant. "The consumer expectation is going to remain high," she states. "We aren't going to put up a billboard that says we put the patient at the center of everything we do with an asterisk."
Leadership's Critical Role
The most crucial element in maintaining service standards is leadership presence. "Be visible and present," Baird advises. Leaders should interact with staff and patients, provide transparent communication, and consistently reinforce the practice's core values.
Resources:
- Learn more about Kristin Baird and the Baird Group: Baird-Group.com
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