Eyeworld

JUNE 2022 | EYEWORLD | 105 P by William Rabourn Jr. About the author William Rabourn Jr. Managing Principal Medical Consulting Group Springfield, Missouri patient education. An ophthalmologist who spends all day educating patients and answer- ing question after question will lose the battle for efficiency—not only the ophthalmologist, but the entire staff. Practices can minimize inefficiencies and conduct shorter, more produc- tive consultations by empowering the patient through education, online portals, and the ability to complete online forms prior to ap- pointment. Making education available 24/7 via a website or app is necessary for empowering patients and reducing confusion. For patients who are particularly vulnerable to COVID-19, this contactless education is safer for them than in-person. Communicating with patients has never been faster or more accessible, but as commu- nication becomes easier and more robust, the need to properly strategize and manage what is being said should be a priority for all practic- es. It is now easier than ever to customize and launch powerful, automated patient relation- ship programs. Customer relationship manage- ment (CRM) products not only offer solutions around scheduling and appointment reminders, but these applications are also designed to engage, educate, and empower patients. Check in at home, in the car, or on the phone. Access medical history, e-signatures, make payments, and download/upload files. These are the expectations of the modern patient, and they play a major role in their perception of health providers. For providers, building an accessible, T he U.S. labor force is undergoing a massive (and permanent) transforma- tion, spurred to a dizzying pace by the COVID-19 pandemic. In 2021, an av- erage of 3.9 million U.S. workers quit their jobs each month. What is being referred to as "The Great Resignation," which shows no signs of slowing down in 2022, has disrupted industries and upended the employer-employee relationship. In response to the pandemic, many (if not all) businesses were forced to switch to survival mode, leading to anyone and everyone being on the proverbial chopping block. As layoffs and furloughs impacted workers, from entry level to the C-suite, the U.S. government recognized the severity and scope of the situation and began implementing aggressive economic safety mea- sures for both employers and employees. In re- sponse to these measures, an about-face ensued for some employers, immediately attempting to rehire those they had laid off. The pandemic served as the catalyst to workforce reform, reform that likely had been building behind the scenes as technology has advanced and workplace culture evolved. From Boomers to Zoomers (Gen Z), workers across the country and from all industries were forced (or allowed, depending on perspective) to rethink how they work, where they work, when they work, and whether to work at all. The altered attitudes of this new workforce resulted in otherwise content workers reassessing their current employment and considering a new approach altogether to work and life. Now, the country is experiencing serious labor shortages from its workforce. There simply aren't enough workers available to fill all the vacant jobs. Practices across the country are grappling with crippling staff shortages. But opportunity is often disguised as challenge. To quote Winston Churchill: "A pessimist sees difficulty in every opportunity; an optimist sees opportunity in every difficulty." Educate, communicate, automate An incredibly variable and impactful element in improving operational efficiencies surrounds Opportunities abound: Embracing modern workforce challenges continued on page 106 "The pandemic served as the catalyst to workforce reform, reform that likely had been building behind the scenes as technology has advanced and workplace culture evolved."

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