FEATURE
long days here when we were ramp- ing back up following the temporary ban on elective surgery. This seemed to wear on some employees. We flexed our staff so we could limit the overtime needed to support the vol- ume increase. We are looking at flex- ing more hours going forward to help accommodate childcare issues.” Staff should know where they
can receive help with stress manage- ment, Hernandez Figi says. “Pro- vide education on your benefit pro- grams and how to access resources that can address mental health and emotional support.” To reduce extended face-to-face contact between staff, Bacon is lean- ing heavily on email for communica- tion with her team. “This helps pre- vent everyone from hanging around in one spot for too long. I email them all the time to provide updates." Recognizing the importance of her
staff's mental wellbeing, Bacon finds herself cutting them some slack. "I am ignoring a lot of their chit-chat- ting between helping patients. It is good for them to have more moments for friendship and socializing, and they always get their work done.”
Importance of Engagement Campbell Clinic Surgery Center leadership has emphasized trans- parency during the crisis. “When the pandemic hit, I called all ASC employees to our main campus to tell them what was going on, what our plan was, and that we promised to constantly communicate with them as we learned more,” Armistead says. “We try to emphasize the fact that we are a team and all in this together. I encourage staff to come and talk to me about anything on their minds.” That kind of approach to staff sup- port is critical, says Jacobs. “We must attend to our listening skills and ensure each of our employees feel they are heard and their concerns addressed.”
I am ignoring a lot of their chit-chatting between helping patients. It is good for them to have more moments for friendship and socializing, and they always get their work done.”
—Norma Bacon, New England Surgery Center
Bacon says flexibility from New England Surgery Center's physician owners has helped the staff better bal- ance work and life responsibilities. “Our surgeons have been really good about letting staff adjust their sched- ules and permitting staff to leave work early on occasion. Even an extra half hour of time is valuable. We are also looking for extra per diems to cover shifts in case staff need to spend more time with their families.” To further demonstrate how much Campbell Clinic Surgery Center's leadership valued its staff, the orga- nization held a “healthcare heroes day.” It included extra pay, food and certificates of recognition for staff; decorations in the facilities; and signs in front of the buildings to inform the public of the event. "We made it a big deal," Armistead says. "Our leader- ship wanted to acknowledge that we cannot run our business without the employees. They are integral and we
are proud of how they have done in this challenging environment.”
Value of Showing Appreciation Gestures of support—of any size— can make
a big difference, Her-
nandez Figi says. “There are easy and fun things we can do to enable staff to feel more connected to one another. Look for opportunities to help employees feel like a page has been turned, even when you know you
are only part way through
the book.” Free food is universally appreci- ated, Bacon says. “We are provid- ing lunches for our staff more than we used to. This gives them one less thing
to think about during their crazy day.”
Campbell Clinic Surgery Center also has provided staff with food, including artisan popsicles and steak lunches for employees who have been with the organization for at least 10 years—a group that com- prises the organization's “old faith- ful club,” Armistead says. “They are also given a monetary gift for each year of service.” One of the best ways to boost staff spirits is to help them help others. "Consider a charitable activity," Her- nandez Figi says. "Sometimes when we reach out to others to help them with their issues, it helps us forget about our own problems and even provides a refreshing outlook.” Bacon hopes to leave no doubt
in her employees' minds about how their efforts and contributions are viewed. “When our operations were dramatically reduced, staff could have stayed home and made more money by collecting unemployment benefits. But we had patients who still needed care, and all of the staff came in. When we discuss employee performance reviews, bonuses and raises, I will fight as hard as I can for them so they understand how much they are valued.”
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