Leaders of a variety of organizations often attribute the success of the organization to the people they work with and who work for them. The importance of employees may be particularly apparent in ambulatory surgery centers, which, because of their size, depend on each individual performing at the highest standards. In general, ASCs cannot offer employees the level of salary or benefits of a hospital because of its smaller size. However, ASCs can leverage their flexible hours and tighter-knit community to recruit staff. Melodie Garrobo, administrator of Golden (Colo.) Ridge Surgery Center, and Jessie Scott, MBA, administrator of Presidio Surgery Center in San Francisco, share five strategies for competing with a hospital for employees.
1. Emphasize lifestyle. "What I found in two of my surgery centers is it's very hard to recruit [employees] on a basis of salary," Ms. Garrobo says. "You can't win that arms race. Hospitals will always pay more, always have better benefits. You do it with lifestyle. Convince them that the lifestyle of an ASC is going to be considerably better than [that of] the hospital." The difference in lifestyle may include no on-call duty on nights or weekends and a closer community both among staff and between staff and physicians. Highlighting these differences may help recruit employees, according to Ms. Scott.
Some hospitals are realizing the appeal of ASCs' lifestyle to employees, according to Ms. Garrobo. "[Competing for employees] is even harder now than it used to be," she says. "I think hospitals have caught on and see what has worked [regarding] lifestyle. I'm getting the impression that they've tried to make [the hospital's lifestyle] better."
A more team-based approach and flexible schedule does not equate to an easier job, however, according to Ms. Scott. "We get some nurses from the hospital who think it'll be easy [to work in an ASC], that they'll go there to slow down and retire. Those nurses are quickly disillusioned and leave. The cases are easier, but the pace is faster," she says. People who thrive in fast-paced environments may be attracted to this aspect of working in an ASC.
2. Describe employees' role in decision-making. Describing employees' increased involvement in decision-making relative to a hospital may help in recruitment efforts. "We're small enough that staff feel ownership in the center," Ms. Scott says.
This feeling of ownership may contrast favorably to a larger hospital that may have a less democratic system of decision-making. Ms. Garrobo says "the ability for staff to make a direct impact on the surgery center" is an important selling point for ASCs. At Golden Ridge Surgery Center, staff members were involved in choosing benefits and in changing the bonus program. "I believe that everybody in this organization from the CEO to the janitor should have a say in what's going on," Ms. Garrobo says.
The inclusion of employees in the operations of a center requires a certain leadership style. "You have to work on being a walkabout manager. It will be very hard if you are a very top down manager. But if you can have faith in the process, have faith in the governance and physician executive leadership, it will work," she says.
3. Offer a bonus program and other benefits. "The hospital has a pension plan; we can't compete with that at all. We do compete on the profit-sharing plan," Ms. Scott says. At Presidio Surgery Center, staff members receive a bonus if they reach certain financial and quality benchmarks. Ms. Scott says younger employees may prefer an ASC's bonus program to a hospital's pension plan because they are less concerned with retirement.
The Golden Ridge center has a similar bonus structure, in which employees earn a bonus if they achieve benchmarks that they previously helped select. Ms. Garrobo says she offers generous paid time-off "as one strategy to set us apart from other surgery centers." Providing benefits such as health insurance and sick leave and a bonus plan may help ASC administrators compete with hospitals for employees.
4. Be creative. Using creative means of recruitment is one way ASCs can distinguish themselves from hospitals. For example, Ms. Garrobo uses a "total compensation calculator" when showing potential employees their salary. The calculation includes monetary benefits besides the wage, such as payment for scrubs and health and dental insurance. The total compensation calculator may describe more accurately the compensation someone would receive from working at an ASC.
Another way to attract employees is to expand the outlets used for recruitment. Ms. Scott, for instance, posts open positions on the website Craigslist.com. She says this strategy may attract younger, more computer-savvy applicants, as well as recent graduates, whom Presidio is willing to train.
Showing flexibility in training opportunities and the level of commitment may also help ASCs compete with hospitals for employees. Presidio is partnered with a local hospital, and shares nurses who may work at the center one day a week. If a physician at an ASC wants a team, Ms. Garrobo says she goes to the hospital where the physician takes cases and offers his or her nurses to work per diem for the ASC. This arrangement would allow the nurses to continue receiving the benefits of working at a hospital while getting more hours at the ASC.
5. Know the market. Keeping up with market trends is also important when recruiting employees. "You have to do salary surveys frequently; once a year is not enough," Ms. Garrobo says. Knowing the market helps ASCs stay competitive when offering employees compensation and benefit packages. "You should be connected at the hip with the community. Keep your eye on that ball constantly, because it changes rapidly," she says.
Related Articles on ASC Employment:
Surgery Center Best Practice: Job Shadowing for Prospective Employees
Avoiding Critical ASC Mistakes
Recruiting and Staffing Changes to Immediately Improve Profits
1. Emphasize lifestyle. "What I found in two of my surgery centers is it's very hard to recruit [employees] on a basis of salary," Ms. Garrobo says. "You can't win that arms race. Hospitals will always pay more, always have better benefits. You do it with lifestyle. Convince them that the lifestyle of an ASC is going to be considerably better than [that of] the hospital." The difference in lifestyle may include no on-call duty on nights or weekends and a closer community both among staff and between staff and physicians. Highlighting these differences may help recruit employees, according to Ms. Scott.
Some hospitals are realizing the appeal of ASCs' lifestyle to employees, according to Ms. Garrobo. "[Competing for employees] is even harder now than it used to be," she says. "I think hospitals have caught on and see what has worked [regarding] lifestyle. I'm getting the impression that they've tried to make [the hospital's lifestyle] better."
A more team-based approach and flexible schedule does not equate to an easier job, however, according to Ms. Scott. "We get some nurses from the hospital who think it'll be easy [to work in an ASC], that they'll go there to slow down and retire. Those nurses are quickly disillusioned and leave. The cases are easier, but the pace is faster," she says. People who thrive in fast-paced environments may be attracted to this aspect of working in an ASC.
2. Describe employees' role in decision-making. Describing employees' increased involvement in decision-making relative to a hospital may help in recruitment efforts. "We're small enough that staff feel ownership in the center," Ms. Scott says.
This feeling of ownership may contrast favorably to a larger hospital that may have a less democratic system of decision-making. Ms. Garrobo says "the ability for staff to make a direct impact on the surgery center" is an important selling point for ASCs. At Golden Ridge Surgery Center, staff members were involved in choosing benefits and in changing the bonus program. "I believe that everybody in this organization from the CEO to the janitor should have a say in what's going on," Ms. Garrobo says.
The inclusion of employees in the operations of a center requires a certain leadership style. "You have to work on being a walkabout manager. It will be very hard if you are a very top down manager. But if you can have faith in the process, have faith in the governance and physician executive leadership, it will work," she says.
3. Offer a bonus program and other benefits. "The hospital has a pension plan; we can't compete with that at all. We do compete on the profit-sharing plan," Ms. Scott says. At Presidio Surgery Center, staff members receive a bonus if they reach certain financial and quality benchmarks. Ms. Scott says younger employees may prefer an ASC's bonus program to a hospital's pension plan because they are less concerned with retirement.
The Golden Ridge center has a similar bonus structure, in which employees earn a bonus if they achieve benchmarks that they previously helped select. Ms. Garrobo says she offers generous paid time-off "as one strategy to set us apart from other surgery centers." Providing benefits such as health insurance and sick leave and a bonus plan may help ASC administrators compete with hospitals for employees.
4. Be creative. Using creative means of recruitment is one way ASCs can distinguish themselves from hospitals. For example, Ms. Garrobo uses a "total compensation calculator" when showing potential employees their salary. The calculation includes monetary benefits besides the wage, such as payment for scrubs and health and dental insurance. The total compensation calculator may describe more accurately the compensation someone would receive from working at an ASC.
Another way to attract employees is to expand the outlets used for recruitment. Ms. Scott, for instance, posts open positions on the website Craigslist.com. She says this strategy may attract younger, more computer-savvy applicants, as well as recent graduates, whom Presidio is willing to train.
Showing flexibility in training opportunities and the level of commitment may also help ASCs compete with hospitals for employees. Presidio is partnered with a local hospital, and shares nurses who may work at the center one day a week. If a physician at an ASC wants a team, Ms. Garrobo says she goes to the hospital where the physician takes cases and offers his or her nurses to work per diem for the ASC. This arrangement would allow the nurses to continue receiving the benefits of working at a hospital while getting more hours at the ASC.
5. Know the market. Keeping up with market trends is also important when recruiting employees. "You have to do salary surveys frequently; once a year is not enough," Ms. Garrobo says. Knowing the market helps ASCs stay competitive when offering employees compensation and benefit packages. "You should be connected at the hip with the community. Keep your eye on that ball constantly, because it changes rapidly," she says.
Related Articles on ASC Employment:
Surgery Center Best Practice: Job Shadowing for Prospective Employees
Avoiding Critical ASC Mistakes
Recruiting and Staffing Changes to Immediately Improve Profits