employees can head home early. Ms. Natal admits staff were initially
hesitant, especially since they were used to a guaranteed 40 hours
regardless of whether the case load called for it. To get them on
board, the center came up with a fair and flexible policy for low-cen-
sus days.
"What helped them get on board was that we didn't force them to use
vacation time if we didn't need them the full day," she says. "If the sched-
ule was light, we gave them the opportunity to either use vacation time
or just not get paid those hours." Employees are asked to go home
early on a rotating basis — and volunteers are accepted, adds Ms.
Natal.
Another way she managed staffing costs was to move to a "modified
full-time model." The center considers full-time employees those who
5 3
S E P T E M B E R 2 0 1 5 | O U T P A T I E N T S U R G E R Y . N E T
(800) 459-5616 | sales@surgicalnotes.com | www.surgicalnotes.com
The largest management
companies and over 20,000
healthcare providers trust
Surgical Notes' cutting-edge
revenue cycle management
solutions and services to
enhance the financial strength
and performance of their ASCs.
Contact us today to learn more!
Accelerate Revenue Cycles.
Increase Efficiency.
Maximize Profitability.