Take Good Care

Staff Incentives Can Boost Morale — Inexpensively

By Suz Redfearn
Suz Redfearn is a writer for Physicians Practice

When it comes to practice morale, sometimes it's the small things that go the farthest.

Take Richmond Nephrology Associates in Richmond, Va., for instance. Because the practice schedules patients through the noon hour, its 17 employees don't get a regular lunch break. But instead of letting her co-workers fend for themselves, practice administrator Judith Hederick heads into the practice's kitchen to whip up a batch of BLTs or her special chili.

Hederick figured it's the least she can do for employees who are working when other people are out enjoying their lunch hours. And, the doctors don't mind paying to keep the refrigerator stocked. The goodwill factor at the practice has grown so much that Hederick's colleagues sometimes volunteer to take over cooking duties.

Once appointments slow down, employees can take a break in the practice's on-site gym. Hederick admitted it was cobbled together from used equipment and materials, but it pleases employees who otherwise would spend their days sedentary at the office.

The result of the practice's efforts: there’s a tight-knit familial feeling among employees and almost no turnover, according to Hederick. "It makes everyone feel like this is a home away from home," she said.

Recognizing efforts
According to Nancy Merry, executive director of Medical Employment Directory of Springfield in Springfield, Mo., this is a classic example of nonmonetary incentives.

"People always think it's the raises and bonuses that keep employees around," said Merry. "But that's not the number one reason they stay. They stay when they know their employers appreciate them. They stay when they are treated well and their efforts are recognized."

There are numerous inexpensive ways to keep morale high. Merry suggested that doctors and office administrators dole out verbal high-fives in front of peers when an employee has gone the extra mile. Also, consider naming an employee of the month and giving that person special, temporary perks, like a great parking space.
Flextime also can be a powerful perk. Tracy Hacker, office manager of Allergy and Asthma Associates in Hoover, Ala., knows that firsthand. Two years ago, she and her colleagues asked the practice's doctor if they could work four 10-hour days rather than the standard five-day workweek. He listened to their concerns, took time to consider their plan and then gave it the thumbs up. Now the entire staff enjoys perpetual three-day weekends.

Hacker said the fact that the doctor was willing to listen to his employees went a long way toward fostering a sense of loyalty among the staff. Turnover is virtually unheard of at the practice now.

Flextime isn't the only perk at Allergy and Asthma Associates. One morning, Hacker scheduled a mandatory lunch meeting, and many of the employees thought reprimands were coming. Instead, at noon, Hacker asked the staff to report to the parking lot, where a limo waited. They piled in, and for the next two hours, they were driven around town while watching a movie and eating boxed lunches.

The whole affair cost about $325, but was priceless in terms of the high morale and staff bonding it engendered. Hacker said her only problem now is how to top it this year.

Bonuses no longer a given
Peg Stone, senior vice president of health care consulting firm Cejka & Co. in Atlanta, said perks like this are becoming increasingly common as the economy puts a damper on big raises or year-end bonuses.

"Practices that can't afford to dole out a lot of money are realizing they have to do something to keep employees feeling happy and valued. They've figured out that non-financial perks are really the way to go for now," Stone said.

She added that those perks can include something as simple as telling employees "thank you" every day. Practice administrators and doctors could also send employees flowers on their birthdays, arrange discounts to nearby gyms or hold an "employee appreciation week."

One practice administrator Stone works with hands out green carnations to each staff member on St. Patrick's Day. Other practices will give employees one or two days off during December so that they can get their holiday shopping done. This also tends to cut down on unexpected year-end absences.

Stone pointed out that in lieu of year-end bonuses many practices offer a night on the town for employees or give gift certificates for dinner at a nice restaurant. Though this is a generous gesture, Stone said it may present a hardship for employees who have small children. Keep in mind that, even if the practice has a supportive environment and co-workers feel like family, many want to get home to their real families when the workday ends.

"Doctors need to think it through," said Stone.

Keep employees involved
Some practices let employees decide which of their co-workers is most deserving. Diane Colton, office manager of Family Medicine Associates in Carrollton, Texas, lets staff members nominate co-workers for pats on the back when they've gone above and beyond. If office leaders agree, the staffer gets either a shopping gift certificate or a pair of movie tickets.

"It's fun, and it really promotes teamwork and hard work," said Colton.

Another motivator is offering assistance to keep employees happy and stable in their jobs. Paul Kayne, practice administrator of Seacoast Orthopedics and Sports Medicine in Somersworth, N.H., said when skilled employees are overworked, he tries to step in by training another worker to help out. For example, X-ray technicians are in short supply these days so their workloads can be overwhelming. When Kayne sees this happening, he’ll recruit someone from another part of the office and train that person to do paperwork for the X-ray tech.

"The biggest cause of turnover is that good workers get too much work dumped on them, and they burn out," said Kayne. "You have to be proactive to stop that before it starts. You may not be able to afford to hire a new person, but often you can move someone over to backfill on the clerical end for a while."

And although employees appreciate limo rides, flex time and movie tickets, what they want most doesn't cost a dime, according to Hobie Collins, a consultant with the Medical Group Management Association (MGMA) Health Care Consulting Group.
"The most effective incentive is providing employees with lots and lots of feedback on a regular basis," said Collins. "Talk to them in detail about the contributions you see them making. Provide recognition and affirmation regularly. Do that and you will have happy employees."

Collins added that the core strength of a practice is its staff. To thrive, a staff has to be nurtured, which takes time and thought. The good news for practice managers and physicians, though, is that this doesn’t necessarily take a lot of money.

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