Orthotown May 2022 - 62

A
s you evaluate new processes,
you should be looking at
whether they help increase your
revenue per chair time, minimizing
the number of times a patient is
seen in person in your offi ce.
Take the virtual new-patient exam:
This process can vary from fully adopted
virtual exams for every new patient to offering
patients the opportunity to submit
their photos online and have a virtual appointment
to discuss the doctor's treatment
recommendations. The latter allows
patients to gather more information before
having to take a signifi cant amount of time
out of their day to come into your offi ce for
an exam appointment. This allows " shoppers "
or " lookers " to gain information to
decide if they will pursue further treatment
while taking up only minimal amounts of
your time (and theirs).
I
recommend effective
and
strong
scripting and patient education from the
very fi rst phone call related to what the
process in your offi ce will look like for
them. This education will help patients see
the benefi ts of a virtual appointment and
what it provides them. In addition, the better
they understand the process, the better
and more successful the experience will be
for them.
Assess how to enhance your digital offerings
and what fi ts your team and your
patients; don't simply look to emulate
someone else's process if it doesn't refl ect
your goals and desires.
62 MAY 2022 // orthotown.com
An opportunity to
rethink team roles
When implementing a digital patient
workfl ow into your practice, ensure you
have clearly defi ned roles for every position.
Understanding and writing out clearly
defi ned roles and expectations will also
give you a better picture of your staffi ng
needs and requirements.
Digital systems and virtual care are
changing how practices build and maintain
teams, the job descriptions within a practice,
and which qualifi cations and professional
skills doctors need to look for in today's
candidates. Technology and new products
entering the industry will provide opportunities
not only to treat patient needs better
but also to reimagine staffi ng needs and skill
sets that have the potential to signifi cantly
reduce your stress regarding staffi ng and
provide fl exibility to the positions. Digital
workfl ow processes also help alleviate the
current signifi cant problems related to hiring
and staffi ng, because they allow you to
combine job duties, eliminating the need
for expanding clinical positions and the like.
Depending on the range of digital services
you will provide, consider having a
dedicated digital manager position within
your practice. Look for solutions in areas of
your practice that can have immediate and
signifi cant impacts, including new-patient
phone calls and exams, patient scheduling
and your treatments. Which workfl ow options
are available, and how could a digital
manager position help ensure those processes
are monitored and followed through
to the patient with no interruptions or delays
in treatment?
Digital management
responsibilities
A good digital manager will be technically
advanced, organized and accountable.
Because a digital manager will support
and manage the digital treatment area of
the practice, your hire should be capable
of communicating and educating patients
about their treatment, and also able to assist
the clinical staff and treatment coordinator
with patient care, such as performing
simple clinical procedures.
Ultimately, the digital manager should
be a direct extension of the doctor, making
your schedule and time as easy and effi -
cient as possible. They'll be responsible for
all of the areas outlined in this article-as
well as ensuring that other team members
are trained in them as well-and caring for
patients who use the offerings.
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Orthotown May 2022

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