What can a medical practice learn from the fast food biz?

By
1 Minute Read
 

What can a medical practice learn from the fast food biz?

Pediatric practices need to focus on hiring the right people.  The most obvious fast food chain people think of when it comes to customer service is Chick-fil-A.  Chick-fil-A excels by investing in its workforce and equipping them with tools for success. It's important for pediatricians to evaluate their own team and how their practice stacks up against Chick-fil-A. 

The right resources and personnel are essential for exemplary customer service, as hiring hurriedly without thorough vetting often results in short-term and decisions they come to regret. Employees serve as ambassadors for your practice, hence the right hiring strategies are crucial. Wages are a challenging issue, with competitive wages being necessary to attract quality applicants. Competing with jobs like cashiers at gas stations, which may actually offer comparable pay without the complexities of understanding medical billing issues, underscores the need for competitive compensation. 

Key Takeaways

  1. Emphasize the importance of hiring the right people and investing in their development to provide exceptional customer service, taking inspiration from companies like Chick-fil-A.
  2. Encourage pediatricians to invest in professional development for themselves and key staff, such as office managers, by leveraging available resources and memberships (e.g., PPMA, SOAPM).
  3. Highlight the necessity of asking the right questions during the hiring process to ensure staff can effectively represent the practice and deliver quality service.
  4. Acknowledge the challenge of offering competitive wages and how it affects attracting qualified candidates, mentioning comparable job opportunities (e.g., working at a gas station) that offer similar pay without the complexities of a medical practice. 

 

Picture of Paul Vanchiere, MBA

Paul Vanchiere, MBA

For over 15 years, Paul has dedicated himself exclusively to addressing the financial management, strategic planning, and succession planning needs of pediatric practices. His background includes working for a physician-owned health network and participating in physician practice acquisitions for Texas's largest not-for-profit hospital network, giving him a distinctive insight into the healthcare sector. Paul is adept at conducting comprehensive financial analysis, physician compensation issues, and managed care contract negotiations. He established the Pediatric Management Institute to offer a wide range of services tailored to pediatric practices of all sizes and stages of development, with a focus on financial and operational challenges. Additionally, Paul is actively involved in advocacy efforts to ensure healthcare access and educational opportunities for children with special needs.

Author