Unless incapacitated, physicians in Dr. Udell’s group are available via the electronic medical record (EMR) system. He has conversed with patients while halfway around the world. Physicians’ smart phones contain the practice’s EMR system, as do their laptops, iPhones and Microsoft Surface devices.
Dr. Kolba checks email from office staff once a day while away. If she’s in the U.S., she’ll answer voicemails as well, but otherwise she doesn’t address patient issues.
One way to reduce patient phone calls when a rheumatologist is away—or at any time for that matter—is by having a policy to only give prescription refills at the time of an appointment. “We do not charge for refills, but when patients have to show up for an extra office visit because they didn’t pay attention to refill needs, they are much more careful,” she says. This policy and notes regarding office closures are posted in each exam room.
Alternatives to Coverage
When existing physicians are unable to fill the gap, Dr. Udell suggests turning to a locum tenens agency to provide someone. Dr. Kolba is aware of locum tenens agencies that work with rheumatologists for short-term positions. “It is an expensive proposition; they would have to stay pretty busy to generate overhead in addition to the physician’s salary and expenses,” she says.
Final Thoughts
Illnesses, vacations, pregnancies and other workplace absences are part of life. Don’t disappoint your patients while you’re away. Take steps to have someone fill in or make yourself available to handle urgent requests.
Karen Appold is a medical writer in Pennsylvania.
When Employees are absent
Dr. Meara recommends having administration create an outline for coverage when an employee files for leave to ensure the clinic’s workflow isn’t disrupted. Divide duties appropriately among staff, making sure that employees are equally affected and no one is unfairly burdened. If the leave is unexpected, then create a framework to ensure nothing is forgotten.
Dr. Kolba also calls on existing staff to cover absences. “Temps just don’t work because there are so many idiosyncratic workings to my office,” she says. “It takes too much time to train and supervise someone new; I’d rather pay existing staff overtime—even for a six- to eight-week absence. When you anticipate an employee returning, it’s pretty easy for everyone to gear up and fill in the gaps, because you know how long they will be gone.”
Dr. Udell suggests cross-training staff to fill in as needed. “In a medium to large practice, someone always seems to be out, so having floaters is essential,” he says. When an employee is out for an extended, unspecified time due to illness, you may have to decide whether to replace them. “Even if they return at some point, they may want to work [fewer] hours, so additional staff will become necessary,” Dr. Udell says. “Perhaps the ill person and the new person could work as a team.”
