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Medical Practice Business And Marketing Articles
Article #37-- Sept. 2012
“How to Outsource Your Medical Office
Jobs to Reduce Overhead Costs”
Outsourcing office work can financially save your practice and you.
Outsourcing your medical practice office work is a very practical and
reasonable means of remaining financially stable. If you are among the large number of physicians today who are already having financial difficulty keeping your practice doors open, this can be your saving grace.
If you haven’t done the appropriate research that can show you the financial budgeting reasons for considering outsourcing a number of your medical office jobs, you will find good reasons to do so soon. With the increasing and
devastating impact of fee restrictions, among other intrusive governmental
efforts to sink your ship, you have good reason to start outsourcing today.
The greatest fear about doing this is commonly that of thinking that it costs more to do the outsourcing of such medical office jobs as medical billing, medical coding, medical office transcription, marketing your practice, publishing a newsletter, or even practice management than to keep the jobs in-house.
Amazingly, by outsourcing many of your office jobs you will quickly discover
the incredible value of your time... a factor you may sometimes don’t recognize.
The concept of outsourcing to save money on employee wages and benefits
that you would have to pay otherwise is also a focus of the giants in industry in
our country today. They have the experts who document the significant
economic outcome of doing so. You can benefit as well because you know it
works for any business.
When you go that one step further to test the waters, a profound positive change occurs in the efficiency and productivity of your office.
A few benefits of outsourcing and why productivity is increased are...
1. With fewer in-office employees the office is easier to manage.
You spend less time in administration and more on seeing patients.
2. The decrease in number of employees reduces the personal
conflicts, envy, communication mistakes, and debates about
whose job this is, which inevitably happens. It decreases
your time spent for solving such problems. (See Article #8)
3. More space is available in your office for patient care rather
than for in-house office employees who are using the space.
4. The fact that you can now see two or more patients than usual
will increase your income by conservative estimate about $1500
per month or $18,000 per year.
5. Your office becomes much better focused on patients rather
than on business jobs that take up everyone’s time with the
business interactions of the office staff. All that now happens
outside the medical office now… at least the most of it.
What is it that keeps doctors from outsourcing office business jobs?
The major reason is that the doctor(s) don’t have the facts and figures
in front of their face to convince them that they can save a lot of office
overhead costs by doing so.
The fear that the person hired for the office job working elsewhere
will do a lousy job and can’t be trusted
Serious concerns about what to pay the person to keep them from
quitting, keep them loyal, and keep them satisfied
Doctor’s do not like to be the person to hire and fire people or to
make judgments about the applicant’s qualifications.
The doctor’s management insecurity because he or she may never
have had any prior business experience or business education… fear
of making a big mistake
Suggestions about how to select and hire people to do outsourcing jobs
First, understand that in today’s job market there are millions of people
who can’t find a job and are looking for one. It eliminates the problem of
having enough applicants. But, when you have a bunch of good applicants,
it becomes a problem of choosing the right one.
Choosing the right one for your office work should never be based on looks or other personal biases you may have. The person you want should be chosen by qualifications, experience, and personal work ethics. When someone asks you, “What kind of employee do you want to hire,” tell them a “profitable one.”
The best qualified people are employees that...
Are dutiful at being on time for work and for working
the full day’s working hours
Can accept criticism and direction as a means of
learning and not a cause for anger
Find working with a team is comfortable... not a threat
Are constantly trying to learn and improve their
Accept that in a doctor’s office work hours are
sometimes necessary to extend beyond the normal
hours without extra pay
Understand that other job assignments may
occasionally be required beyond those they were
hired to do
Those with previous office experience, especially
if they previously worked in a doctor’s office
Hire slow... Fire fast! Always!!
There are many other qualities to look for that may meet your standards beyond these listed here. These listed are primarily for in-office employees, but can be a starting place for hiring an outsource helper.
Many external outsourced employees work from home. That environment offers many advantages for the worker that enables them to be more efficient and productive.
The absence of phone calls, interruptions by other employees, fixed hours they must work in, and the responsibility of covering for other employees when sick, don’t show up, or get swamped and need immediate help, leaves them free to do the expected work faster and more accurately at a time when they can be productively focused.
The business issues you as the doctor and boss have to adapt to, and to maintain with any employees whatever their job position may be, are...
1. Employees do not own your business. You do.
2. Your business is your career and life, and your
life is your medical practice business.
3. Employee agendas are saturated with unavoidable
resentment that arise from disparities in wealth
and power (that's you).
4. Employees are not your friends.
5. Employees are not your family.
6. You are not there to make your employees
happy. They forget you are there to
pay them for work, and to generate profits.
7. Every single employee, irrespective of how much
you pay them, how well you treat them, or how
valuable to the practice they are, will leave
your business sometime and will need to be replaced.
8. When employees are not instructed about how
you want things done, they will make up their own
ways to do things, use the methods they learned in
previous doctor’s offices, and will always choose the
shortcuts to every process they do.
Advice about paying for outsourced jobs
Payments can be made at an hourly rate or by a job rate. It is the advice of many businesses that you hire, for example consultants, only on at a job completion fee. It’s a fixed cost paid for the job regardless of problems in doing the job and regardless if the job ends up requiring more work than expected to complete.
Paying by the hour enables any consultant or external employee to do the work agreed to, but can stretch the hours it takes to get the job done, while costing you more money than necessary.
Check around other medical offices because they usually have some part of their medical business outsourced and find out what they are paying their workers (or service company).
Pay rates are negotiable. In this job market it is highly likely that a new candidate will accept a much lower pay rate than in better economic times just to have a job. You hold the advantage position in this situation. However, there are work rules and laws that fix the baselines for employment even if the work is done at home.
It’s another good reason to pay by the job and not on an hourly rate. Always have a written agreement for every job signed by the independent contractor (outsourced worker). Faxing documents with legal signatures is quick, direct, and not lost in your incoming email tsunami. Faxed documents are legal tender—AND ARE A FREE method of communication.
Don’t violate those laws under any circumstances or you open yourself to liability issues should the employee become angry and file a suit against you for many reasons.
You will need an outsourcing manager
Doctors should be highly protective of their time. Your profitability stems from how efficient you use your medical practice time, especially time in the office. Outsourcing jobs requires time and effort that is better fitted to an office person you trust. One who has the “investigative” mind and compulsive traits to make it happen.
It is also possible to outsource this manager job as well. A part time employee can likely handle this process from home as well as from the office. Your responsibility is to choose what you would like outsourced and how you want it done.
Hand the job to your “outsource manager” to seek out the right and appropriate person, agency, online resources, and lowest cost resources that will do the best work for the money you pay them.
Your outsource manager has an additional task that is just as important... follow-up. Outsourcing a project is one thing, but insuring that good progress is being made on the project and that it will be done by an agreed upon date is another.
Resources for outsourcing (Virtual Assistants)
Online as well as within your own community there are hundreds of places and people who do this type of work for a fee. You must have reliable people who do good, at least reasonable and acceptable,
work for you.
You find those people by referral from someone, or from another office, who uses them, or you can assign some less important projects to them to test their ability and response time that meets your standards.
Some online resources (outsourcing companies) that are well known and have reasonably priced fee for services as of this date,
Sept. 2015, are...
Elance.com (Best of the best)
Vworker.com (previously = rentacoder.com)
Onlinejobs.ph (Filipino group—very reliable and cheap)
Sitepoint.com (Section on Job Board)
Fiverr.com (All work for $5)
Tenrr.com (All work for under $10)
Significant benefits of outsourcing
Depending on which GROUP you choose, they can create design graphics, logos, websites, full eBooks, reports, white papers, and much more. You have direct access to individuals who are experts at what they do in all the areas that you or your employees may not.
How the outsourcing of jobs usually works
These websites used for outsourcing that you need done for your medical practice all work pretty much the same in format and function. After signing up, you can describe what kind of work you want done and you will be given a quote about your cost to have it done.
Each site will usually publish the details of your project to all its members. Each member then has several options. They can pass up the project being offered or submit an offer back to you stating how much he or she will charge for doing the project. Sometimes, they want to do the project but have certain things, like how soon they would be able to get it done, which you must agree to.
You may receive one or many offers (bids) and fees from the members who are willing to do the work. Then, you have to pick one of them and complete the agreement. The members know that if they do a great job for you that you may choose to have them do all your projects, and they would have a steady dependable income.
In all cases the more thorough you are at providing the details about your project, like how many pages (if you want it limited to a certain number), the font, the format and style of the document, the drift of the content they will be creating for you, the better and quicker your
results will be.
You can request a revision of their work once or twice. You might want to use their data and content and do the revisions yourself. They will do the research on the topic for you, which is the most time consuming part of the job and that will already be done.
Because of the restricted length of this article, you will find a link below to a page on my site that will provide several more outsourcing sites to evaluate. Guide to more resources
Don’t do any outsourcing of jobs just because it’s the popular thing to do in all businesses today. Do it when you are comfortable that they can do what they say. You decide that based on having them do one or two short of small projects for you, or even submit the project to several outsourced employees just to compare results.
My experiences have been good with the few that I have tried out. I do have a preference for the Filipino group primarily because of their intensive research on topics sent to them, which adds credibility and authority to the content... Google loves that, and it helps avoid a
The author, Curt Graham, M.D. , an experienced physician, author, marketer and expert in medical practice business and marketing strategies, is an expert author and motivator for professionals in the business world. He is a platinum expert author with EzineArticles.com and has been published in Modern Physician and Medical Economics Magazines. His three books are available online.
Discover how to make your medical practice flourish and exceed all expectations with simple business and marketing strategies. Click the link now for the effective ways to do it.
©Copyright 2004-2012, Curtis Graham, M.D.,
All Rights Reserved.
Outsourcing your medical office work can make a huge reduction in your overhead expenses.
It's a financially sound strategy for any medical practice whenever you can relax your tendency to remain tightly in control of every tiny niche of your business, which actually wastes your time and increases your expenses.
You may not be aware of the inefficiency of your office staff that you cause by your constantly looking over their shoulder at everything they do.
Think back to the time when you were tightly scrutinized for hospital privileges you applied for at the time. Did it bother you, cause some stress for you?
You need to understand how this article below by Dan Kennedy
points directly at all physicians and other medical professionals!
... Pay attention!!
"Every doctor is a salesman, salesperson!"
You sell your advice, treatments, and surgical decisions
for the care of your patients to your patients
every day of your professional life.
You would be wise to place yourself in that
orientation while reading this article... because
everything in this article is critical to your success
and appropriate to your practice of medicine at its
highest level of professional competence.
The Five Chief Frustrations Of
Sales Professionals, And How
To Avoid Them
Special Report by Dan Kennedy
Copyright-Free: Reproduce & Distribute Freely
I've worked in sales and with sales professionals all my life.
Just to name a few types, real estate, financial services, insurance, investments, automobiles, time shares, network marketing, weight loss, as well as, in business to business, high tech equipment, nuclear power plant part fabrication, chemicals, P & C insurance.
And with people who don 't necessarily think of themselves as salespeople, but who are: chiropractors, dentists, karate school owners. Each and every one of them sabotages their success by devoutly believing their business is different. Each one further frustrates himself or herself by following long established industry norms and ordinary sales practices, yet being unhappy with normal and ordinary results. The complaints of salespeople are universal, and universally solvable.
Complaint #1 Prospecting Sucks.
Every sales pro hates prospecting, for good reason. It is not a productive use of time. They view it as necessary evil, in order to get the opportunity to do what is productive: make presentations, make sales. They are accurate in calling it evil. Inaccurate it in calling it necessary. My testimonial files are chock full of salespeople who no longer have to prospect at all, ever. Instead, they replace manual labor prospecting with expert positioning coupled with what I've termed magnetic marketing, and voila!
Their clients or customers come to them, pre-disposed to do business only with them. I'm going to give you references for this. In my book NO B.S. SALES SUCCESS, Chapters 16 and 17. In addition, my complete Magnetic Marketing System, which you can find at the Glazer-Kennedy Webstore located at www.dankennedy.com. Over 50-million dollars worth of this System has been purchased worldwide. It is the only System that actually shows you how to end
Let me mention a few people who no longer prospect, ever. Craig Proctor, who is, every year, one of the top ten ReMax agents in the entire world. My friend Tracy Tolleson, a mortgage broker, who makes, net, $200,000.00 to $250,000.00 a year, 70% from Realtor referrals, works 30 hours a week, takes 2 months off. Darin Garman, who sells apartment buildings and dominates his market. I could list 100 more I know of personally in some 60 different fields.
Think of it this way, to get started: prospecting is hunting, pursuing, trying to push yourself on people. Magnetic Marketing is waiting, inviting, encouraging people to come to you.
Oh, and if you're a sales manager or run the company, and you still have your salespeople wasting time prospecting, you're a bonehead.
Complaint #2 Price Resistance.
Salespeople hate haggling over price, losing deals because of price. Well, here' s the first truth: if you aren 't, and cannot stay the cheapest price provider, then there is absolutely no benefit whatsoever to coming in 2nd, 3rd or 4th. Might as well be the highest.
Second truth: price resistance is very, very, very rarely, really price resistance. If it exists, its symptom. Its cause? Poor positioning, refer to what
I just said about Complaint #1. Or, selling in a competitive environment
rather than a competitive vacuum.
Again, refer to what I just said about Complaint #1. You see, if you engineer the front end of your selling process to attract, so people feel they are seeking you out, then they are not in a price comparison mindset, not even in a price questioning mindset. References, chapters 10, 11, 12 and 21 of my NO B.S. SALES SUCCESS book, combined with 16 and 17.
I'd also suggest another book of mine, based on Psycho-Cybernetics, titled
ZERO RESISTANCE SELLING.
Here's something very important: most salespeople, by instinct, conditioning, and training, are way too quick to get in front of a prospect and sell. If you will carefully consider the four steps on page 123 of my book, you will see that they actually delay selling. They install a process in between a prospect first expressing interest and you getting in front of that prospect.
In between. That process, those tools, are designed to pre-empt price resistance. This goes against the grain. Most salespeople want to jump on a prospect the minute they find one, like a starving dog that spots a discarded burger by a dumpster in an alley. You MUST fight this tendency. You have to hold yourself in check, exercise patience, and let a smart process work for you. Most salespeople work way too hard overcoming obstacles, like price resistance, when, instead, the obstacles should be pre-emptively dissolved.
As mental picture, imagine a very thick concrete wall between you and your objective. You can run as hard as you can and smash your shoulder against the wall, use a battering ram, hack away at it with a pick axe. And by the time you get through, if you get through, you are dead ass tired, worn out, disgusted, and hate the whole idea of having to do that day in, day out to make your living.
Or you can take some acid, squirt it all over a big circle in the middle of the wall, go take a nap under a tree, enjoy a lemonade, WAIT, that 's the key, wait for the acid to slowly do its work, weakening the wall. Then stroll over hours or a day later, lean on the wall, and bingo, nice big hole to walk through. Salespeople operate too much by brute force, the high price of impatience. And of fear, fear that if you don 't leap on the prospect the instant he 's spotted, he 'll go buy from somebody else. If you 're going to live your whole business life in fear, you aren 't going to be very happy.
Complaint #3 Commoditization
That brings me to #3. When I spoke at the Advertising Specialty Institute Convention, I started by saying "If you 're in a commodity business, get out. A woman walked out and later sent me a letter calling me an idiot for not understanding who I was speaking to; that they were in a commodity business. Well, being perceived as interchangeable commodity is your choice. Your fault.
One of my VIP coaching members, Mitch Carson of Impact Products is in that business, but he is definitely not interchangeable with anybody else selling the same products, thus he has no fear about losses to competitors, and he blithely charges higher prices. I refer you, again, to chapters 13 and 16, NO B.S. SALES SUCCESS.
But I really want to talk with you about re-invention. In my Magnetic Marketing System, you see example after example, the one I use most is the Italian restaurant re-positioned as the "evening of romance." A restaurant but not in the restaurant business, serving food but not selling food. Competition and price, irrelevant.
Mitch provides ad specialties and promotional merchandise, but he sells something else.
This starts with focusing on the "who , rather than the what ," of your business . And there are two "who 's that are important," you and them. The clients, the prospects, the carefully chosen target market. The other who , is "you." And you can 't be commoditized because you are unique. No one matches your DNA. The more you make the relationship with the client and the client 's choice about you, the less about the product or service, the more impossible it
is to be commoditized.
In one of my businesses, freelance direct-response copywriting, there 's actually a national directory called Who 's Charging What, where hundreds of my competitors , fees are listed for anyone to see. Mine are higher than every single one of them. Some of them have won more awards than I, some have more years of experience, many more education, many longer name client lists. But I charge more than any one of them. And for every job I take, I turn down three. I am far busier than I want to be. I 'm booked months ahead. I 'm over-worked. Not under-paid, but over-worked. How can this be? I have made it all about me, not about the service provided.
Complaint #4 Closing Sales vs. Stalls and Objections
You'll find very little in my entire 259 page book about "closing". Maybe ten or eleven pages, tops. Why? Because if you have to overcome objections and fight your way to a close, you screwed up badly long before you got there. The close should be seamless, effortless, automatic, assumed.
I've personally sold eight different things in my career, rarely worse than a 70% close rate. People I train close at a rate two, three, four times greater than anyone else in their field. But not because we close better. Because we don't have to. If you're having trouble closing, you don't need another tricky closing gimmick, a new script, or to get tougher and more brutal. You need to back up, back way, way up, to re-engineer your sales process from step one.
Complaint #5 Poor Working Conditions
No, when I say "Poor Working Conditions" I don't mean your office or store, or the car you drive. I mean the hours you work, the constancy of your accessibility to any and all, your rising stress and insanity, never a moment's peace, even the lack of respect shown to you by prospects and clients. Two things are at work here.
One, that salespeople just aren't highly regarded. People think nothing of keeping you waiting, cooling your heels, canceling appointments at the last minute, even insulting you, just about calling you a liar, Chiseling your price. Clients think you should be waiting for their call or Fax or e-mail, drop whatever you're doing and jump up and bark when they whistle, after all, you're just another damned salesman.
Second, salespeople invite all this lousy treatment out of their own fear, insecurity, poor self-image, lousy positioning, brute force prospecting, permitted commoditization.
My friend Lee Milteer says: there are no victims, only volunteers. She is 1000% right. Visit her at leemilteer.com. She will tell you: you create your reality. In selling, if you don't define yourself, they will. But you definitely can choose NOT to be just another damned salesman, and to the contrary, demand and get the courtesy, respect, dignity, trust and transfer of power that clients typically give to their lawyer or patients give to their cardiac surgeons.
In NO B.S. SALES SUCCESS, you must study the section on Takeaway Selling. But you should also study the NO B.S. TIME MANAGEMENT book, because it's about a lot more than time management tricks --- it's about doing business on YOUR terms. It's about giving yourself better, no, ideal working conditions. Then, if you get really serious about this, I want you to read the 40 pages or so of information at www.renegademillionaire.com, paying special attention to what I've written there about the subject of AUTONOMY.
My speaking colleague for 9 years, Zig Ziglar calls selling "the proud profession. " It can be, but not the way most salespeople do it! I've been a salesman my whole life, but have never been viewed or treated as one, after the first year. Now that is an important, significant, even profound statement every salesperson hearing or reading this ought to take to heart. Write it down. Keep looking at it, roll it around in your mind, let your subconscious chew on it, until a light bulb goes off.
Dan S. Kennedy
GIFT OFFER FROM DR. GRAHAM----- https://gkic.
Curt Graham, M.D.
2404 Mason Ave. Las Vegas, NV 89102
E-mail = cgmdrx(at)gmail.com
© 2004 - 2015 Curtis Graham, M.D., All Rights Reserved.