The Aesthetic Guide is part of the Informa Markets Division of Informa PLC

This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 8860726.

Staff motivation

One of the key ingredients to developing a successful cosmetic surgery practice is to have a staff that contributes to that success.

But how is an effective staff developed?


Dr. Thottam
On Track talked to cosmetic surgeons around the country and asked them if they do anything specific to keep their staffs trained and motivated to do the best job possible. Responses range from simply expecting employees to do the best they can do because it's their job to treating them as if they were part of the family — with everything in between. Integrate staff

Johnson J. Thottam, M.D., Canton, Ohio, voices the contention of many of the surgeons — that employees have to feel they have an integral stake in the success of a practice.

"We have monthly meetings in the office and discuss anything we may be considering for the practice. We ask for their input as to what they think — and sometimes they've read something themselves in magazines which they think might be worthwhile to add to the practice."

A solo practitioner and assistant professor at Northeastern Ohio Universities College of Medicine, Rootstown, Ohio, Dr. Thottam also believes in bonuses, measuring those on a subjective basis.


Dr. Ascherman
"The most important thing we take into account is patient satisfaction. We discuss that each month, too. Sometimes patients tell me things about staff members and we have an ongoing process in which we discuss how we can correct problems. If employees make improvements, they can still earn those bonuses even if they have had complaints."

Peter A. Galpin, M.D., practicing in Kahului, Hawaii, laughs and suggests asking his staff what actually works in motivating them. Then he says that from his point of view, the key is to, "Pay them well and give them everything they ask for."

But seriously, according to the solo practitioner, "My view is that running the practice is really a team effort. I respect the input of the members of my staff and try to treat them as equals within the office. I hope that engenders a work environment that's positive for them.

"If my staff feels they need something to make their job easier to handle and to create a better work environment, I try to accommodate them. My front office staff was asking for new cabinets and for a fax scanner — things like that. Whatever makes it work is fine. I think what is more important, however, is the fact that my staff feels comfortable coming in and asking.

"Particularly in a small office, we're all sort of equally important to the final outcome — to the product we turn out, so I want them to feel that way."

Weight of perks, incentives

In addition to making sure his staff feels they are a part of a team effort, Dr. Galpin adds a financial incentive so they can place a value on their participation.

"We do have bonuses on top of their regular pay, but we also take that a step further.

"A portion of my practice is abrasion and skin care and we have a whole cosmeceutical product line that goes along with the that. My staff runs that part of my practice as they want. One hundred percent of the profits that come off the product line is divided amongst my staff."

In Miami, Fla., Jhonny Salomon, M.D., F.A.C.S., says employees need incentives.

"Otherwise, they get stagnant and aren't motivated. I give employees a salary with an incentive to do better in one area or another.


Hide comments
account-default-image

Comments

  • Allowed HTML tags: <em> <strong> <blockquote> <br> <p>

Plain text

  • No HTML tags allowed.
  • Web page addresses and e-mail addresses turn into links automatically.
  • Lines and paragraphs break automatically.
Publish