Ophthalmology Business

MAY 2013

Ophthalmology Business is focused on business topics relevant to the entrepreneurial ophthalmologist. It offers editorial, opinion, and practical tips for physicians running an ophthalmic practice. It is a companion publication of EyeWorld.

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Recruiting an administrator for your practice by Brad Ruden, MBA R ecruiting and hiring an administrator for the practice—whether replacing someone or recruiting one for the first time— can be a daunting task. In many ways, recruiting an administrator can be more difficult than recruiting a doctor for the staff, as there are no residency or fellowship programs turning out ready-made practice managers. Furthermore, the skill set for each candidate can vary widely based on experience. Additional training usually only improves current skills. It is very difficult to develop a practice manager from scratch. Administrative levels In my experience, there are three broad levels of practice managers: 20 • Office manager: This is one who oversees limited day-to-day functions of the practice, but the owners make all major decisions (financial, hiring, firing, strategic planning, etc.). • Administrator: The bulk of practice managers fall into this category. They will run the activities of the practice and make most decisions, while reporting to the owners for input/oversight. This level allows for substantial authority to make decisions without owner input. • CEO: Few practice managers are CEO-types as there are not many practices run like corporations. This position is seen in some of the larger practices in the country. The CEO typically has autonomy to run all activities of the business with the owners acting as a board of directors. Ophthalmology Business eZine • May 2013 Define the position The first step is to determine the skill set necessary for running the practice as well as define the level of authority/autonomy the position will provide. The most common skill set areas for a practice administrator are: • Financial (budgeting, accounting, etc.) • HR (hiring, firing, etc.) • Marketing (promotions, referral sources, web management, social media, etc.) • Contracting (insurance plans, maintenance agreements, etc.) • Strategic planning • Optical dispensary oversight • ASC management You may want to identify the percent of time you anticipate the administrator will spend on each of those areas and weigh each category continued on page 22

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