A follow-up article in the May/June issue will provide advice on making the day-to-day operation of your practice as cost-effective as possible. The original version of this article appeared in 1997. In an effort to capture the best of the “pre-web” FPM for the online archive, we are publishing updated versions of some particularly useful early articles. ![]() Do you have two staff doing the job of one? Are certain jobs being done by staff who are overqualified for them – and probably overpaid and underchallenged? Could those individuals take on additional work?Įditor's note: FPM was published for several years before going online. ![]() One approach is to list all the tasks carried out by your staff, eliminate or modify any that you consider unnecessary or inefficient, and then imagine the ideal staff for the remaining tasks: How many people, with what kinds of background and training, should you need? Now compare that personnel listing with your actual staff. In other words, you need to know that the right things are being done by the right people in the right way. ![]() Essentially, this involves figuring out whether the tasks that occupy your staff are worth doing, whether each responsibility is assigned to the best possible person and whether the whole operation is as efficient as possible. If your payroll runs higher than that or if you have other reason to believe you are paying more than you should in salaries, perform a personnel needs assessment. In my work with family medicine practices, I have found that payroll costs (not including benefits) generally run approximately 22 percent to 26 percent of practice revenues.
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