The first part of this blog-initiated discussion of the criticality of physician’s time relative to medical systems and group practices. Consciously omitted were other impactful outcomes deriving from effective use of physician’s time in order to appropriately emphasize the direct impact to organizational revenue.
Let’s delve into some of those factors, all of which are ultimately complementary to the financial considerations, and which uniformly align “doing well” with “doing the right thing”.
Physician’s time is also important to… physician’s! This has many positive implications:
- Physicians who perceive their time is being used efficiently, productively, and is valued by others will be more professionally fulfilled, motivated, productive and, depending on your compensation model, well-paid;
- Employee and, by extension physician’s, satisfaction is proven to be highly correlated with patient satisfaction;
- More productive physicians means improved patient access, more patients seen and shorter wait times for appointments;
- Better patient access also correlates with improved patient experience;
- Improved patient experience enhances your brand and leads to increase market share potential;
- More generally, acknowledgement of the value of their time by organizational leaders demonstrates a level of respect for physicians as central to the success of the organization, leading to an enhanced ability to engage them on a variety of other matters that may be of more particular importance to the organization (standardization of processes and/or supplies, coding, documentation issues, etc.);
- The sum total of this dynamic is greater alignment between physicians and your organization. Managed properly, this alignment will lead to much better working relations and common understanding between organizational leaders and physician stakeholders, and to ultimately overall improved results.
While all of the above greatly adds to the impetus to focus on physician’s time. It still may feel a bit transactional. Ultimately, the enterprise and core culture needs to be imbued with a sense that physicians are true partners in the core mission and operations of the entity. Physician’s play a unique role in organizational models, unparalleled outside of health care, in that they are both true partners of a complex enterprise are also the nexus of the labor force. Both sides of this coin must be equally acknowledged and respected to achieve optimal organizational synergy and results.
Culbert Healthcare Solutions offers consultative services that will improve your organization’s, and its physician partner’s ability to use their time most effectively and in ways that also enhance the professional experience. Culbert consultants understand that physician and organizational success are synonymous. Our consultants have many years of relevant industry experience in management, clinical operations and IT. We work across these disciplines to provide you with the best solutions to difficult challenges. Our firm’s mission is to optimize the success of our clients and the health of their patients.