WANT A MORE MOTIVATED WORKFORCE?

 

TRY REASONABLE AND ATTAINABLE INCENTIVES

     In the sports world, many professional athletes’ salaries are contractually based on incentives.  They receive a base rate, but if they really wish to make bigger bucks, they have to achieve agreed upon productivity targets.  For example, if you were a professional baseball player, you might be able to make a lot more money if you achieve certain goals.  Incentives could be based on a set minimum number of home runs, or stolen bases, or hitting average, or fielding success.  

     This concept, I believe, fits humans perfectly.  People react positively to achievable incentives; it’s part of our nature and it gives a sense of accomplishment and worth.  This will also be beneficial for our employees. 

Keeping the work force interested and motivated is a fundamental challenge in almost every industry.

Let’s look at this possibility in relationship to, let’s say, a Licensed Practical Nurse (LPN). 

LPN’s pass medications, do treatments for such things as Wound Care, perform other duties, and sometimes do non-clinical assignments such as acting as supervisor for the facility’s nurse aides. What payable incentives could we provide for these nurses to help motivate them?

     Well, as with all employees, I would start with attendance.  The healthcare industry is notorious for the high level of call ins by its employees.  Then I would expand it to other areas such as bonuses for:

• Attendance- impressive bonuses could be paid for no call ins during a set number of scheduled work days.

• No medication errors in a calendar quarter.

• No resident charting errors or omissions.

• No survey inspection deficiencies (for all employees on a set nursing unit).

     All of these examples would carry incentive payments and I’m sure there can be a lot more.  The actual amount would be determined by each employer, but it must be kept in mind that the incentive would only work if the incentive payment would provide a much greater salary income.  Otherwise, why bother.  Also, the incentive targets must be reasonably attainable.  

     I’m convinced that a system like this will greatly help retention and recruitment within our industry and the cost of such a program would be offset by the savings in overtime payments and the cost of turnover.

Of course, I know that some people will worry that employees may decide to hide any mistakes to protect their personal incentives, but I believe that peer pressure and management oversight will help control most of these possibilities. 

If properly formulated, this concept will work.