Healthcare front-of-house staff recruitment, retention and flexibility in a “post pandemic” world has emerged as a key challenge and spurred a once-unthinkable notion: ophthalmology receptionists who work from home, writes LUCY PETERS.
With hidden smiles behind masks, more arrival screening procedures and receptionists having to send patients home for telehealth or testing precautions before presentation, the face of medical practices has undergone a seismic shift over the past two years.
Add to this increasing patient demands for faster service plus demands to maintain shorter overall waiting time; we need to adapt to the pandemic’s long term impacts. We work in healthcare to help patients, but this is constantly changing; in fact, most teams thrive on these changes (even if they don’t know it!) and welcome new improvements. Some recent changes have led to new opportunities to ensure practices survived and patients received best possible care, but staff have now come to expect them.
This includes flexibility and working from home (WFH) options. While education and staff development are still vital to the practice’s success, we have to think outside the box in today’s market to attract and retain new staff. Good leadership is no longer enough.
For years the leading cause for staff turnover was management, now we are hearing that location is becoming number one and flexibility number two. The Conversation recently reported a survey showing almost half of employees would look for a new employer rather than give up the ability to WFH at least part of the time.
Pre-2020 we would have said WFH receptionists was mostly out of the question. However, staff have shown they can effectively perform some tasks remotely and are now demanding this.
Allowing staff to WFH on an ongoing basis could be a good method to:
• Increase staffing where perhaps symptoms or close contact protocols mean they cannot be in the practice, but feel well enough to work;
• Recruit university students now studying online, and are available during working hours;
• Retain the staff you had WFH during the pandemic who liked it and don’t want to come back;
• Include as part of a future Flexible Working Arrangement consideration.
To facilitate this, practices should consider protocols for WFH requests and implement standardised practices.
Firstly, it must be a fair and equitable process. Appropriate tasks should be worked out first then offered to all staff who meet the Award level to perform them. For example, will they be handling importing of records only and creation of tasks based on queries that the on-site team then triage, or will they be receiving practice phone calls or calling patients to confirm appointments. The consideration for moving forward would be based on their ability to perform these tasks independently, practice needs and meeting the rest of the requirements.
Secondly, there are the logistical and legal practicalities:
• Is the employee’s security & IT capable to WFH? Are they willing to accept the internet and phone costs (usually less than travel to the workplace) and can they ensure a private space where no patient information will be overheard or printed?
• Does their work area meet WHS standards? The AAPM provide an excellent checklist staff can complete and managers sign off, including loaned IT equipment.
• Does your practice have a secure remote desktop with VPN or two factor ID (keep a list so these permissions are revoked when team members leave) as well as relevant program licenses and accessibility?
• If phone calls are made, is there a soft phone option (i.e. an app or desktop program that dials into your main lines)?
If more basic call forwarding is used, ensure personal mobiles are set to private number when dialling out.
Finally, there are the day-to-day management tools for WFH staff to work independently yet feel part of the team:
• Do they have easy-to-access tools such as PDF quick steps/videos?
• Do they know how to log their time and report completed duties? Is this measurable for future time in motion studies?
• Do they have a daily check-in or meeting? How are daily concerns and comms maintained (for example a WhatsApp/signal chat group or Teams/Zoom)
• If they are working independently for long periods, are regular all team meetings setup to ensure changes are communicated and practice culture/practitioner standards are maintained?
The pandemic has provided a new opportunity to rethink workplace practices. Front-of-house employees are the lifeblood of health clinics and flexible working arrangements could be a way to stand out in this competitive recruitment environment.
Disclaimer: This article is intended to provide commentary and general information. It does not constitute legal or employment advice. You should seek legal or other professional advice before relying on any content, and practise proper employment decision making with regard to the individual circumstances.
ABOUT THE AUTHOR: Lucy Peters is an AAPM Certified Practice Manager at Gordon Eye Surgery in Sydney. She has more than 16 years’ experience in medical practices both in the UK & Australia and has been Chair of the RANZCO Practice Manager’s Advisory Group since 2017.
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