by Kevin Rohm, Director of Sampling and Panel Services
During my “I know everything” teenage years, my mother would
put me in place with her beloved quote “We have two ears and one mouth so that
we can listen twice as much as we speak.” While I am many years removed from my mother’s
sage advice, I was recently reminded about the power of listening.
We were struggling with a high number of partial completes
on a study. Our client and our team got
together to figure out what was happening. It was painful on both ends – our
client needed the study finished fast and wanted more survey invites sent
out. We knew the partial rate was way out
of line but couldn’t figure out why.
Finally, FINALLY, we uncovered the problem (something to do
with passwords, historical records and programming). But that’s not the point –
the point is that it took both the client team and our team to figure it out.
Yup, we had to listen, they had to listen, we all had to
collaborate. This was especially hard
because of our tight timelines. Everyone
wanted action, not talking.
The MR industry is HIGH STRESS – timelines, client demands,
project loads – all contribute to the need to push the project through without
pausing to listen to each other. It’s here when listening is the most important
thing we can bring to our partners.
Hitting the pavement the other day, it occurred to me that
training for a race is a bit like Qual recruiting. I can’t just get up on race day and start
running; I have to train all year long. Qual recruiting is the same way. Our recruiters just don’t call physicians
randomly, and physicians don’t just up and participate in qualitative research.
We maintain positive relationships with our healthcare professionals consistently
day in and day out, so they respond to our calls. Our recruiters and project
managers are like the lean, weathered runners I see on the annual Broad Street
Run. With an average tenure of 15+ years, our team has honed their craft
through thousands of recruits.
During regular weekly runs, I work different skills –
endurance, speed, hillwork, to optimize my training. The Reckner team does the same and utilizes
multiple methods to tailor the recruit for each specific study.
When running, I have to think ahead to the upcoming race:
what will my strategy be, what will my starting pace be, where will I need to
conserve my energy, at what point will I want to pull ahead? Our team is always looking ahead to visualize
the screener in action: are there gaps between what the client wants and what
the screener says, what quota challenges might there be.
Even with all the prep – eating healthy, getting enough
sleep, stretching – I sometimes find that despite doing everything right, I may
pull a hamstring or sustain another type of injury. It’s frustrating, but I won’t
be beaten. I might have to take a step back, rest, stretch, maybe do some PT in
order to heal thoroughly. And so it
happens with recruiting – at times it may not go as quickly or as easily as we
would like. So, we have to pause and
think strategically about what needs to be done, changed, add to the efforts,
and continue on.
I’m pretty good sustaining a race, but then there’s the
final leg: I’m near the finish line, but there’s an obstacle, maybe a steep
hill or a cramp sets in. It’s the same with some recruits. We’ve pulled out all
the stops, and we’re nearly there but there’s an obstacle, maybe we can’t find
that last perfect recruit. But, like my race, we push through, because not
finishing is not an option.
When I look back on my race day, I know that the whole
process was about doing my personal best, the pride I have in my
accomplishment. For my teammates at Reckner, their work day provides a similar
sense of satisfaction. It’s our corporate culture to go above and beyond each
day, for our clients, our teammates and ourselves.
By Kevin Rohm, Director of Sampling and Panel Services
As a healthcare professional panel provider for 29 years,
you could say we’ve seen it all! So, it
comes as no surprise that we have some strong opinions about what it takes to
get the right sample for your DIY survey.
Here are our top 4 tips:
To most people, exclusion lists fall somewhere between the quantum void (aka, nothing) and the quark (aka, minutiae). But – like physics – just because we don’t think deeply about them, doesn’t mean they aren’t important!
What & Why
An exclusion list is needed when multiple panel providers
are brought in to support a study. If a healthcare
professional (HCP) receives a study invite through one panel provider and either
terminates at some point or completes the study, then we do not want that
respondent to be invited by another panel provider.
We add the respondent to the exclusion list and share the list with the
other panel providers, so they do not send that same survey invitation to that
Sidenote: Although Reckner typically completes 90% of studies with our own panel, when we do bring on a partner for our data collection, we provide an exclusion list.And since we often serve as a partner for other provider’s studies, we also ask for exclusion lists, so that we can tailor the distribution of our invitations accordingly.
Patient chart research is
challenging! Healthcare professionals can be reluctant to
participate. Reminders are needed (repeatedly). Physicians forget
where they left off.
And yet, the demand for it is greater than ever. Stop stressing. We can help.
With nearly three decades
conducting research with healthcare professionals, we know how to find the
most engaged respondents and establish correct commitment expectations
upfront. And our veteran team of recruiters and project managers ensures
your patient chart research runs smoothly from first recruit to final
There’s been a lot of discussion about physician burnout. Simultaneously (and perhaps ironically), there is also the reality of increasing physician compensation (see the Medical Group Management Association’s annual compensation survey). Clearly, these trends are having an impact on physician market research participation.
Our analysis of physician market research participation shows that, while healthcare professionals do participate because of the opportunity to contribute to their profession and to gain insights into industry developments, honoraria still remains the number one reason for participation.
Going beyond appropriate honoraria, what can we offer which cuts through the demands of the profession and inspires participation of the most insightful and knowledgeable healthcare professionals?