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A N N U A L
S A L A R Y
S U R V E Y
ens that we will not get it because we have not attained all of the goals
required," says one nurse. The goals include "cost per case not met, or case
volume not met. Also, physician satisfaction toward the anesthesia providers
(who are not employees of our surgery center, but an independent contracted
group) are weighed into our bonus compensation, which all employees think is
unfair, since we have no control over them."
The takeaway: If bonuses are to be parameter-based, don't create blanket
parameters for all staff. That doesn't mean the goals shouldn't be a challenge,
but they should be tailored to the individual or the position. That way, employees are motivated to strive for success — and, at the same time, aren't left feeling powerless and unappreciated by management and, ultimately, de-motivated.
Setting expectations
The key is making an effort to treat employees fairly. One director at an ASC in
the Midwest puts it this way: "You will always have a few who are extremely
grateful and those who will never be happy. I try to have the majority in
between and put it back on them, what they would expect."
— Stephanie Wasek
J A N U A R Y 2013 | 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
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