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-- submitted by Marcy Sasso of ASC of Union (N.J.) County

1. Cindy Ragsdale, COO, Pyramid Peak Corporation (MSO for Newport Coast Surgery Center and Laguna Niguel Surgery Center), Newport Beach, Calif.:

We do a few things at our two surgery centers to maintain and reward staff.

First and foremost, we provide a friendly fair work environment. We do not have lots of layers of management and all managers must have an open-door policy. Employee concerns are addressed immediately and all taken seriously. This way, the issue is gone before it becomes a problem.

Our clinical staff are all bonused a percent of their salary at the beginning of December each year. The higher their average hours worked per week, the higher the percentage that is applied. Before this policy, we had too many staff people working when they felt like it and trouble staffing the really busy days. Now everyone wants to work more hours because their bonus multiple goes up.

At five years our employees receive a check and an extra week of paid time off. They appreciate this and, as an eight-year-old company, we have almost half of our 75 employees at five years or more!

2. Denise Thorne, RN, administrator of Essex Surgery Center in Hackensack, N.J.:

Just recently our owner increased everyone's salary to help offset the increased gas prices. It shows he values their commitment and efforts. Occasional bonuses and gift certificates are also used for appreciation.

3. Sandy Berreth, RN, BS, MM, CASC, administrator at Brainerd Lakes Surgery Center in Baxter, Minn.:

Money always seems to be a good motivator, but that only works when you have a lot of it. Our center has been open for three-and-a-half years, and we have all the same staff. Here's some of what I've learned in that time.

Employees must be treated as you would a customer: with respect, trust and kindness. Understand that their families come first, not your business. Listen to what they are saying and take their opinions seriously.

A study I recently read showed that 72 percent of employees who voluntarily leave a job say that their relationship with their manager played a part in their decision. Whether we want to believe it or not, it is about management.

Employees want managers to show and say we care about them; they want to be kept informed and involved. Managers must be flexible -- define the right outcomes, not the right steps. It's also important to help employees find their strengths as you create a team, because good managers help employees find the right fit.

I've also found that employees get greater job satisfaction if you help them develop and enhance their skills. For this reason, I have developed a continuous training program and keep it interesting. I provide a training packet every other month and on the odd months we review the packets of information from the month before and discuss what they would like to see next time.

One more thing: Management must walk the walk. You can't just stay in the office; I'm out there doing patient care, scrubbing the floors, doing charts and making coffee.

After all, I stand by the saying, "People don't care how much you know, until they know how much you care about them."

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