Healthcare Technology Blogs by Innovaccer

How to Drive Physician Performance Throughout the Network?

What is the one thing that every physician desires? It turns out, helping patients is a most powerful incentive for physicians worldwide. Yes, providing care comes naturally to our physicians, but if we are to equip, enable, and empower these healthcare representatives, they are not only going to get the job done, their quality will truly shine through. To narrow down, what do physicians primarily desire to improve performance within their networks?

Why is there a need for new strategy?

For someone who is so centrally connected to the continuum of care in the role of providing quality and affordable care, physicians often do not get enough credit.

A reason for this could be the fundamental flaw which came as a result of a few short-sighted regulations. Physicians are busy doing work that isn’t primarily theirs. They have raised concerns over such issues that hold back their performance, but when are we going to tackle those as a community?

It’s high time we lay stress on the alarming statistics that are affecting the lives of physicians today. It should not only raise an alarm, but also shake us from our slumber to take action on these critical issues plaguing healthcare.

We need to let physicians be physicians!

Here are 4 things physicians must do to create a positive impact on their performance:

1. Know where they are exceeding expectations and where they have the potential to shine

Most physicians in the US are clueless about how their performance is being measured and I would like to reiterate, “what you cannot measure, you cannot improve.

The value of performance feedback in quality improvement cannot be understated. A detailed performance report with accurate feedback data as well as the ability to compare performance to peers with similar populations will equip physicians to improve their care quality, which will further improve performance. It means giving them access to a tailored performance review so that they are able to answer these crucial questions for themselves:

  • Why is my rank lower than my peer physicians and how can I improve my rank?
  • What are my limitations with respect to my patient population and practice characteristics?
  • Which are the lowest hanging fruits and how can I capitalize on them?

Source: www.evaluationforms.org

2. Make data patchwork a better managed process and take to efficient clinical workflows

Physicians are not paid to do patchwork, they are paid to provide top-notch quality care to their patients. Instead, they are patching data from hither and yon.

Yes, it’s true that if physicians were given the choice to design an EHR, it would have turned out mighty different than what it is today. Unfortunately, physicians are stuck with outdated technology which is not meant for them or at the very least, is not aligned with their goals.

We need to provide them with a solution or technology that enhances their performance and not hampers it. A complete upheaval of existing workflows which create inefficiencies as well as the employment of medical scribes to carry out manual data entry is bound to help physicians deal with the problem of handling a large amount of data, while increasing efficiency in work.

3. Be open to collaborating with peer physicians and extended care teams

A physician network of even 3 stakeholders could be really complicated. How many trips would it require a patient in one episode? Once to a PCP, then to a specialist, followed by lab, and probably back to the PCP again. There could be many more complications and just because communication within a care setting is not streamlined, physicians are unable to collaborate with each other and/or the extended care teams. However, this could leave them in the dark about anything that concerns them or their patients.

It is imperative that physicians maintain seamless communication with their peers as well as the rest of their team at all times. The figure below is a perfect example of the scenario—if the communication among care teams is streamlined, the care process can more efficient and take lesser steps to complete.

Source: www.ncbi.nlm.nih.gov

4. Have clarity on the organizational goals so as to align those with personal goals

There is a lack of transparency between physicians and the organization they are associated with regarding individual and organizational goals.

The objectives or goals of an organization drives the strategy to be taken up by its physicians. Physicians should also be aware about the overall goals so that they can align their personal goals with that of the organization. Knowing the individual goals and resourcefulness helps physicians prioritize in advance. If all members including the physician are on the same page, the result will be improved efficiency and better outcomes.

Photo credit: www.cancersurvivorshiptraining.com

Physicians are at the heart of a hospital’s success. Hospitals, therefore, should be armed with data to drive performance improvement and track physician performance on the basis on quality and cost. Driving individual physician performance to indirectly improve team and organizational performance will require physicians to do something previously unseen. Physicians need to take up the torch and become pioneers of transformation in healthcare.

To know more on how you can drive physician performance improvement with a unified healthcare data platform, get a demo.

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Join us at the 2018 AHA Leadership Summit at Manchester Grand Hyatt, San Diego, CA from July 26 to July 28, 2018, at booth #112, and learn how a leading healthcare data platform can assist you in reducing network leakages and impart quality care across the continuum.

Abhinav Shashank

Chief Executive Officer & Co-Founder - Innovaccer.

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