Treatment Coordinator Essential for ‘Time Poor’ Teams
Discover what Emma Jade coaches inside her academy. She emphasizes how the role of a treatment coordinator is pivotal for streamlining operations and assisting ‘time poor’ teams in patient care.
As recent Dentistry Census data indicates that only a quarter (25%) of UK practices incorporate this role within their teams.
It’s noteworthy that 27% of dental professionals view a treatment coordinator as either ‘very important’ or ‘essential’ for a dental practice’s success.
However, there’s hesitation among many owners to invest, despite recognising that dental teams are often overburdened.
Based on FMC’s Dentistry Census – the largest ever survey of dental professionals in the UK – these insights are the latest to be analysed.
Having emerged in the last two decades, early adopters have observed increased treatment uptake and an enhanced patient experience. Studies indicate that a TCO can efficiently handle up to 90% of non-clinical tasks.
So, what’s causing the delay in its broader acceptance?
Let’s hear from Emma Jade of LinkDent, who provides management counsel to dental practices and conducts TCO training courses:
In an industry where time is precious and there’s an ever-growing demand from patients, all need to understand the advantages of a treatment coordinator in nurturing patient relationships, ensuring sustained loyalty, and refining customer service.
Emma perceives the role of the treatment coordinator (TCO) as one that’s often misinterpreted. She stresses that the role is more about enlightened patient education than aggressively pushing treatments.
Emma elaborates, “There’s a prevailing misconception about the TCO role being sales-centric. This isn’t the case; it revolves around education and informed consent. A major concern for dentists is the litigation risk, fearing that a TCO might not communicate adequately, jeopardising patient care.”
“When salespersons are tasked with this role, the emphasis might shift towards achieving targets, which can erode trust. The aim should be to enable patients to make well-informed decisions.”
Emma insists that the real key lies in having structured ‘systems and processes’ to aid TCOs, ensuring they cultivate a dependable and constructive work relationship.
“Now, with dental practices bustling with activity, attracting high-value patients is crucial. After investing in marketing to draw inquiries, the challenge is to convert these leads. A TCO can offload the dentist from non-clinical responsibilities, allowing them to focus entirely on treatment.”
In our current times, with the surge in patient demand post-pandemic, Emma advocates that a TCO is instrumental in maintaining the practice’s momentum.
She remarks, “Many dentists are overwhelmed with appointments, and prospective patients might be unwilling to wait for weeks. A TCO should always be able to consult the patient promptly, ensuring that initial interest doesn’t wane.”
“Once the patient engages with the clinic, either in-person or virtually, they’re more likely to wait for the dentist, having ascertained that the clinic aligns with their needs.”
Highlighting the integral role of a TCO, Emma concludes, “Dentists prefer informed and receptive patients. Those who experience the consistent support of a TCO tend to remain with the clinic longer, ensuring a lasting relationship.”
