Laura Baldwin

Free parking. My practice was located in a hospital campus setting and parking was at a real premium. It was difficult to get a spot up front, within a reasonable distance. Everyone in the practice loved the incentive of a front row parking spot for a month. There was healthy and productive “consistently be-the-best-you-can-be” competition for that spot. It was both convenient and prestigious. Of course, in a smaller practice setting, where parking is not really an issue, it might not be as big a deal. However, just being able to park in a special spot can work—especially if everyone in the practice has to walk past that spot and is reminded of its significance every day.

—Laura Baldwin, BSM Consulting

Christina Kennelley

Ring the bell. We initiated a customer service campaign in which a sign at check-in and checkout stations reads, “Excellent Service? Let’s hear it!” Next to the sign we placed an old-fashioned service bell. Team members were encouraged to see how many times they could get their “bell rung” by patients (without asking patients to do so). Our goal was to encourage staff members to use key opening statements and greetings (e.g., “Welcome to Shepherd Eye Center, how are you today?”) as well as key closing comments (e.g., “Did you get all your questions answered?”). We periodically ran the contest for several weeks and offered gift cards, movie tickets, etc. as prizes. Ultimately, we awarded a grand prize consisting of a trip to the beach at the end of the campaign.

—Christina Kennelley, Shepherd Eye Center

Candace Simerson

Added benefits. We implement benefits that are low cost to the practice, but high value to our employees. We provide LASIK at no charge for employees after 90 days and family members can obtain LASIK services just for the cost of using the laser. We provide eyeglasses to employees and their family members at cost and there is no charge for eye exams for employees and their family members. Once a year, we run a program called “Friends and Family” in which each employee has the option to refer a friend or an extended family member for LASIK at cost. Providing these additional benefits buys goodwill from employees, and their family members are also very happy about it.

—Candace Simerson, Minnesota Eye Consultants

Brad Houser

Employee leadership group. Our management team will select 12 non-supervisory employees to serve on a committee of excellence. This group will meet over lunch in four sessions scheduled roughly six weeks apart; the whole event will take place over a six-month period. At the meetings I will share big picture perspective about the practice, including our strategic initiatives and the challenges we face. At the same time, I will lead a staff discussion about the points I am making, but will also try to draw out ideas for improvement and concerns about issues that they feel are being ignored.

—Brad Houser, St. Luke’s Cataract and Laser Institute

Laurie Brown

Disability insurance. We are continually trying to find ways to add to our benefit package for employees while still being good stewards of our practice. Over the last few years we have researched and added several cost-effective benefits to our package that have been greatly appreciated by our team. I think the single most important benefit we added was disability insurance. We implemented long-term disability benefits for all staff when our research proved this insurance was very affordable for businesses but incredibly expensive for individuals. This benefit communicates our true desire to say “thank you” and reward our employees for their loyalty and commitment to our practice.

—Laurie Brown, Drs. Fine Hoffman & Sims

Jolynn Cook

Gold-star program. Our team is free to give anyone in the organization (10 office locations and two ASCs) a “gold star” for any action or behavior that is worth rewarding. Examples include, but are not limited to, lending a hand with completing a task, taking the time to teach a coworker how to accomplish something in a more efficient or effective way, jumping in to help out when schedules are busy, and going the “extra mile” to complete a task in a timely manner or assist a patient or a visitor. The “giver” can award a gold-star pin to any person by requesting a gold-star form. This document is filled out in duplicate. The form is completed and returned to our human resources department. One copy is given to the recipient along with a gold-star pin to wear in the office. The second copy is placed in the employee’s personnel file. Staff take pride in pinning these gold stars on their name badges.

—Jolynn Cook, Laurel Eye Clinic

Anna Mueller

Health and wellness lecture series. Once a month, we bring in an expert to talk on a particular topic. Topics are varied and include stress, diet, financial wellness, sleep, supplementation, and fitness. A healthy dinner is provided and attendees receive a small gift bag as well. It has been very well-received and helps to show the practice’s investment in the employee’s well-being (in and outside the office).

—Anna Mueller, Minnesota Eye Consultants

Mr. Walker is director of publication services for BSM Consulting, located at the Incline Village, Nev., office. In this position, he coordinates, plans, and produces a full range of client media projects ranging from written materials to electronic, Internet-based programs. Contact him at awalker@bsmconsulting.com.