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A N N U A L
S A L A R Y
S U R V E Y
ness programs, and has a foundation that provides assistance to employees in
times of need. Free eye care is provided to staff at an ophthalmology specialty
ASC in the Midwest.
A perioperative manager from the South applauds facility leaders who "provide gift cards, approve time off when an employee might not have it, provide
free continuing education classes, pay for certifications, and try to accommodate special requests."
In addition, many surgical managers reported free lunches, morning coffee,
birthday celebrations, staff appreciation days and the like as ways to make
employees feel good about coming to work.
How not to do it
By and large, staff appreciate management efforts to boost compensation or
enhance the overall work environment. However, it is possible to implement
incentives in a way that is, in short, less than motivating. To wit:
"[My facility] offers a raise to all staff — nursing, techs, business office personnel, schedulers," says one RN who didn't want to be identified. Sounds good
so far: but "everyone gets the same raise no matter what your job description.
For example, if you work 40 hours a week or 2,080 hours a year, you will get a
50¢ per hour bonus for that year. So whether you are an RN or a person who
files charts in the office, you will only get a $1,040 yearly bonus."
Bonuses are always a nice gesture from management, right? Not always.
"The administration holds the bonus over our head all year, then usually threat-
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O U T PAT I E N T S U R G E R Y M A G A Z I N E O N L I N E | J A N U A R Y 2013
