Four keys to keeping staff motivated during tough times

Times are tough for many medical practices, making big (or even any) raises for office employees a fiscal impossibility. But if you're going to survive the challenges, you need to retain a solid staff that is motivated to work hard to help your practice weather the storm.

Here's how:

• Provide clear expectations. Despite the fundamental nature of this management principle, many staff members complain that they aren't told exactly what to do, or they are not given an opportunity to address negative feedback, a recent article in Medical Economics notes. To keep employees motivated to improve, continue to provide regular performance reviews, even if they don't come with raises attached.
• Offer recognition and reward. "People in general are starving for recognition," Medical Economics contends, adding that most practices could stand to dole out a lot more public recognition of staff members' day-to-day accomplishments. Try to acknowledge individual achievements more often, both verbally and with memorable gestures such as taking a staff member out to lunch.
• Consider alternative or low-cost perks. Examples include additional time off, flexible time arrangements, educational opportunities and improvements in benefits, according to American Medical News. Be creative in how you make it work. For instance, Robin Lacine, executive director for business development at MedHQ in Westchester, Ill., has worked with practices that have adjusted patient schedules or shortened lunch periods to allow staffers to leave earlier or start later.
• Inform. Employees should be kept apprised of their practice's financial health and told why no raises or only a small one will be given, amednews suggests. "The more you can educate your staff, the more understanding they will be that you are truly trying to provide something to them even though times are tough," according to Marty Rosenberg, managing director of the healthcare division of EthosPartners in Suwanee, Ga., which recently became part of Chicago-based Navigant Consulting.

To  learn more:
- read the article in American Medical News
- check out this Medical Economics piece

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