Business Advisor: HR Policies Can Help Your ASC’s Bottom Line

Uncover the benefits of incorporating sound business practices.

The people working in an Ambulatory Surgery Center are incredibly valuable, and it is crucial to have structured, consistent practices for recruiting, onboarding and orienting them to retain them within the center.

The financial impact of posting job ads, conducting interviews, and providing orientation can be substantial, but it is just one aspect to consider. Ineffective human resources (HR) policies and practices can have long-term negative effects on morale, increase staff turnover rates and ultimately impact the quality of care provided.

6 critical aspects

ASC leaders who recognize the value of their HR operations strive to create an environment where employees feel appreciated, respected and well-informed. Here are six important aspects to consider:

• Recruiting. These efforts should focus on attracting talent based on the desired culture within the ASC, rather than solely fitting into the existing culture. Organizational fit is just as crucial as knowledge, skills and experience. Involving providers and center staff in the recruitment process and seeking referrals from them can be beneficial. If your center prefers varied or flexible work shifts, or has unique benefits, clearly communicate this during recruiting.

• Onboarding. The ASC must effectively manage its onboarding program to ensure that staff members are properly vetted, onboarded and trained in compliance with regulatory requirements. Savvy leaders understand that this is not only about regulatory compliance but also the foundation of a successful ASC. Creating an environment where employees feel valued is the best strategy to retaining a quality staff, leading to improved patient satisfaction, cost savings, improved quality measures and goal achievement. Establishing a structured onboarding program that includes a comprehensive orientation plan, regular check-ins and an assigned mentor or preceptor responsible for success of the plan is essential.

• Orientation. These sessions should be structured, conducted with a defined time frame and a include a list of minimum competencies for each employee, based on their job description. There should be a core list of orientation requirements applicable to all employees, as well as a separate list specific to individual roles and responsibilities. Close monitoring of orientation timeframes ensures the orientation period is maximized.

While each employee may progress through orientation at their own pace, it is possible to establish a general time requirement that can be customized for individuals. When considering shortening or extending the orientation period, it should be a collaborative effort between the leader, preceptor and employee. The decision to extend the period should be time-sensitive, with established goals and a structured plan to achieve them. Every effort should be made to provide the necessary training for the employee to succeed. In cases where training efforts are unsuccessful, even after extending the orientation period, the leader should evaluate whether the employee is suitable for the role and whether further orientation is warranted.

• Staff meetings. Regularly scheduled staff meetings are crucial to keep everyone aligned, particularly if there are a significant number of PRN or part-time employees. It is important to schedule multiple meeting sessions to ensure everyone can attend. Assign someone to take notes to capture the minutes and distribute them to the team to ensure that information is effectively communicated. Meetings should include standing agenda items related to performance improvement projects, regulatory updates, clinical practice changes and include time for staff members to discuss matters important to them.

• Communication. This is the linchpin that ties everything together, as even the best recruitment and retention plans can fail without a solid communication plan. ASC leaders should develop a comprehensive communication plan that encompasses different formats for delivering information and clearly identifies whether the content is purely informational or if action is required. For email announcements, using subject lines that differentiate the message, such as “Informational: You need to know” or “Action Required: You have an assignment or task,” can be helpful.

• Retention: Efforts to keep new employees should begin during onboarding and remain a continuous focus for ASC leaders. A robust plan to retain staff will help safeguard the resources invested in the hiring, onboarding and orientation processes. Employees should be actively included in the retention plan and engaged in providing feedback to leaders about the work environment. Retention or stay meetings should be conducted regularly with the staff to identify any risk of staff leaving and allow for interventions to preserve them.

By implementing these practices, ASC leaders can positively impact the financials, enhance employee retention, and cultivate a positive and thriving work environment. OSM