Make employees feel as if they got a raise
Show them how they add value
It can be a vicious cycle: Turnover causes undue stress to personnel due to staffing shortages, plus the added burden of bringing new personnel up to speed. This leads to more turnover.
"For all of these reasons, reducing turnover is critical for the successful patient access manager," says James Hicks, CHAA, CHAM, CAM, patient access manager at Southeastern Regional Medical Center in Lumberton, NC.
As the spotlight on patient access intensifies, it will become even more critical to reduce staffing turnover. "The training necessary to develop service-oriented, technologically savvy registrars who are also well versed in a variety of state, federal, and local regulations and payer guidelines is tremendous," says Hicks.
Here are some strategies to improve retention:
- Understand generational differences.
"I have all four generations Schwarzkophers to Millennials," says Holly Hiryak, MNSc, RN, CHAM, director of hospital admissions/access services at University of Arkansas for Medical Sciences in Little Rock, AR. "It is important for not only me to understand the differences, but for them to understand one another."
Hiryak says she sees it as her responsibility to bridge the groups to create a cohesive and productive work environment. "This is a work in progress," she says. "A flex policy is my first run at this, understanding how different folks want to allocate time to work and families some for children and others for aging parents. I am also working on the work environment in terms of setting up workstations."
- Use incentive programs.
These can make up for perceived salary deficiencies, says Hicks. However, he cautions that clear objectives should be provided, and programs should be structured to encourage positive team efforts.
For example, with the quality assurance auditing systems available on the market today, registrars can see where their score is daily. Setting a specific target, such as 98 or 99% accuracy at the time of billing, allows them to monitor their progress. Staff are motivated to make changes if the score is not where they want it.
"You can also use point-of-service collections goals, volume goals, or other specific measurements," suggests Hicks. Team goals can be tied to the overall unit score, or to lobby wait times or patient satisfaction scores.
Career ladders can provide a framework for advancement within the department. "They can offer a break from the routine through cross training, and can include incentives," says Hicks. Since salary increases may take several years to occur, says Hicks, career ladders are a good way to encourage an employee to remain in the department.
"We have a three-tiered career ladder with varying steps for each tier," says Hicks. Some of the activities built into the career ladder are medical terminology and customer services course work, cross training, competency exams, CHAM certification, and a letter of recommendation. A graduating lump sum bonus is paid upon completion of each level, and there is an opportunity to achieve a 3% increase in wages.
- Examine your own management style.
The No. 1 reason people leave jobs is because they don't get along with their boss or manager, says Hicks. "Enhancing your performance in these areas can have a greater impact on reducing turnover than incentives, career ladders, and many other activities," he says.
Recognizing your staff during patient access week is nice, but this is only one week out of the year. "The real question is what are you doing the rest of the year?" asks Hicks.
- Send thank you notes.
Showing appreciation can be as simple as sending employees a handwritten note. "Personally, I've always struggled with when and how to show appreciation to staff for the work they do," says Hicks. "Since I started mailing thank you cards to employees' homes, I have found that it is much easier to spot activities that are deserving of appreciation. Virtually every one I've sent has garnered feedback from the recipient. I've even had staff bring their cards in from home to show them to me, as if it came from some mysterious third party."
For more information, contact:
- Holly Hiryak, MNSc, RN, CHAM, director, hospital admissions/access services, University of Arkansas for Medical Sciences, 4301 W. Markham, Little Rock, AR 72205. Phone: (501) 686-8170. Fax: (501) 603-1243. E-mail: [email protected].
You have reached your article limit for the month. Subscribe now to access this article plus other member-only content.
- Award-winning Medical Content
- Latest Advances & Development in Medicine
- Unbiased Content