Physicians Practice - September 2008 - (Page 51) THE ADMINISTRATOR’S DESK MOVE UP OR OUT? WHAT DO YOU DO WHEN YOUR INCOME IS LESS THAN THE VALUE YOU BRING TO YOUR PRACTICE? B Y S H E L LY K . S C H WA R T Z There you are, coming in early, managing the staff, averting financial disasters at every turn, and all you’ve seen by way of recognition is an extra pile of paperwork. No pat on the back. No pay raise. But before you start humming Dolly Parton’s “9 to 5” on your morning commute or quit in a fiery rage, try these five strategies to command the respect (and the paycheck) you deserve. Hey, if you see no signs of improvement, you can always take your talent on the road. an administrator helped the practice succeed then you should share in the reward. Even if it’s not much, they need to respect what you contribute.” How do you know if you’re underpaid or on par? Compare your income against national benchmarks. The Professional Association of Health Care Office Management publishes an annual compensation survey that highlights how much administrators are paid in base salary and bonuses based on years of experience, type of practice, “The idea is to communicate with [physicians] regularly to avoid suddenly feeling that you have to leave.” TIME TO TALK Richard Hansen, vice president, MGMA “You don’t always have to move out to move up,” says Richard Hansen, vice president/managing principal for the Medical Group Management Association’s Health Care Consulting Group. “Part of it is the relationship you develop all year long with your physicians. The idea is to communicate with them regularly to avoid suddenly feeling that you have to leave.” KNOW YOUR BENCHMARKS and region of the country. Likewise, MGMA publishes a management compensation report, which highlights average compensation by various types of practice administrators, years in the field, and degree. INSIST ON A REVIEW Anne Cordes, PAHCOM’s executive director, agrees: “It’s the administrator’s job to focus on business and it doesn’t hurt to put yourself right up there with accounts receivable in terms of things the physicians need to focus on,” she says, noting administrators should insist on a review every year and keep it as business-like as possible. “Highlight your achievements and how they have benefited the practice,” she says. “Show them how you have made a difference.” When you meet for your review, Cordes also urges administrators not to sell themselves short. “There is a tendency among office managers to undervalue what they know and what they contribute and that may have to do with the fact that physicians aren’t as focused on the manager’s contributions,” she says. Don’t be afraid to ask for the salary you believe you deserve (without being confrontational) and back up your request with a summary of your accomplishments. SET GOALS TOGETHER According to Hansen, competent practice administrators should expect a pay raise every year. “It should be based on merit, rather than the cost of living, and some years it might not be much — it depends on how well the practice has performed,” he says. “But I believe that if you as WWW.PHYSICIANSPRACTICE.COM You should also keep tabs throughout the year of what you’ve accomplished. “You need to be able to show [the physician shareholders] in bullet point form that because of you, for example, they have fewer days in accounts receivable,” Hansen says. “Make it short and sweet, but show them what you’re doing because the physicians don’t always understand the time and complexity required to accomplish some of your goals. They’re focused on clinical issues — as they should be.” One reason you may not be getting the respect — or salary — you deserve, is that your goals are different from those of your physician shareholders. While you’re focused on reducing days in accounts receivable, they may be looking to implement an electronic medical record. Hansen said all administrators should have a written job description outlining the expectations for their position. Likewise, it’s a good idea to identify two or three goals for the organization at the start of each year. “You should set these goals and consider how they will filter down through the organization,” he says. “Ask yourself how does this SEPTEMBER 2008 | PHYSICIANS PRACTICE | 51 http://WWW.PHYSICIANSPRACTICE.COM
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