A surgery center changing hands can be a nerve-racking experience for staff. They face the potential loss of seniority, of their stored-up vacation, even of their employment. Here's how to make these turnovers go as smoothly as possible.

Silence the whispering down the lane
One of the first problems comes when you don't level with employees about a pending sale. When you don't make a formal announcement (you'd be surprised how rarely this happens), staff rely on the grapevine. The problem with the grapevine, of course, is that it's not always accurate. Rumors spread like wildfire, causing unnecessary distress, distrust and fractured morale. You can discourage gossip by designating one person to communicate with the old owners and the new owners. When that person hears something, he should relay that information quickly and accurately.

But even when information about a sale comes out, it's still hard on employees. Naturally, they'll wonder, "What's going to happen to me? Will my benefits disappear? Will I be asked to take a pay cut? Will I have to re-apply for my job?"

A good rule of thumb is to tell employees as much as possible as soon as possible. They should know the buyer's name, the date of the turnover and what potential changes have been agreed upon during the negotiation of the sale. It's best if employees hear about a sale from a trusted manager, one who has a close relationship with the staff. If the word comes from a corporate manager who's seldom seen in the office, it might seem harsher (though corporate managers are often perceived as being better sources of information).

Tough pills to swallow
Even if employees stay on, there could be changes to their pay and benefits. The new employers might have a different pay scale in mind. Employees who've been with your center since it opened might find their pay is at the top of, or over, the pay scale. That could mean a pay cut.

A change of ownership sometimes brings a change in health insurance. Then there's vacation. The buyer might have a policy that all new employees get two weeks' vacation. Since all employees become new employees if the center asks them to re-apply, the new owners might be looking to eliminate excess vacation. Who'll buy out that vacation time and retained sick leave? What happens to it? Yes, there's much to consider.

The new employer might also have different opinions on how to staff a center. It might tilt toward more part-time employees and more per diem hires. For employees who are used to set hours each week, this can be tough.

If it ain't broke
The best thing you can do is to stay positive and be flexible. Trust that your new owners don't want to destroy a relationship with their future employees or meddle with a staff that works well together.

The new owners will most likely revise the center's policies and procedures, and this may involve substantive changes in the way things are done. So, when you know changes are coming down, get your staff to help implement them. Staff can help with tasks that the new owner would appreciate, such as transferring computer information and reviewing equipment (and identifying non-functioning or never-used equipment).

The new owners can help by meeting with staff and clearly explaining their management philosophy and their expectations. They should explain all changes and be ready to take lots of questions. It helps when some or all of the old management team is carried over, though that's not always possible.

Transitions are never easy. An ASC's sale can threaten people's jobs, and finding new jobs in the area may be difficult. And all staff could be hurting if the center closes for a time for repairs or renovations.

Still, new owners should attempt to make the transition as smooth as possible. This isn't always easy, and time is usually a contributing factor. My advice to employees is to ask questions, stay informed and offer to help with the transition. It will make a difference, and you'll feel as if you contributed to a smooth changeover.

Not long ago, surgery centers seemed to be immune to the employment changes happening in healthcare, but I'm dealing more and more with centers that are being bought and sold. And sometimes, our staff get caught in the crossfire.