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2004 MGMA OF GREATER  ST. LOUIS SALARY SURVEY Curt Mayse & Sharon Cardwell LarsonAllen Health Care Group August 17 th , 2004
Learning Objectives <ul><li>Purpose for the survey </li></ul><ul><li>What were some of the “pearls” of the process </li></ul>
Why is this information important? <ul><li>Offer competitive salaries and benefits to attract and retain quality employees...
Background of Process <ul><li>Survey distributed to all members – 105 groups </li></ul><ul><li>Survey was conducted on-lin...
Background of Process  (continued) <ul><li>654 physicians were represented </li></ul><ul><li>Nearly 2,500 employees were r...
Respondents Grouped by <ul><li>Type of Affiliation  </li></ul><ul><li>Practice Size </li></ul><ul><li>Practice Type </li><...
Respondents by Type of Affiliation
Respondents by Practice Size
Respondents by Practice Type
National Salary Trends <ul><li>The average clinical and clerical workers’ pay rose modestly in 2003 nationwide </li></ul><...
Local Trends <ul><li>Average salaries rose by 3% overall from 2003 </li></ul><ul><li>Biggest increases: </li></ul><ul><ul>...
Local Trends  (continued) <ul><li>Biggest decreases: </li></ul><ul><ul><li>Office Manager - 16.2% * </li></ul></ul><ul><ul...
How Salary Increases are Determined?
When are Salary Increases Given?
How Often is Salary Reviewed?
Average Salary Increases 2003-2004
Reviews at Time of Salary Increase
Bonuses <ul><li>Annual bonuses – 66% provided some sort of staffing bonuses </li></ul><ul><li>Criteria for bonuses based o...
Bonuses by Practice Size
Bonus Determination
Impact to Groups of Various Sizes <ul><li>Physicians who have higher profitability, pay more (i.e. surgeons and invasive s...
Salary vs. Benefits (what’s expected) <ul><li>Office Managers in the Midwest have received more-generous benefits packages...
PTO Days by Years Employed
Medical Insurance Offered <ul><li>Medical Insurance – Employee only </li></ul><ul><ul><li>- 82% Offered to full time staff...
Other Insurance Offered <ul><li>Dental Insurance Employees only: </li></ul><ul><li>- FT  54% PT  28% </li></ul><ul><li>Den...
Other Benefits <ul><li>Flex Plan (known as Section 125) </li></ul><ul><li>- FT  37%  PT 26% </li></ul><ul><li>Retirement/P...
Other Benefits Offered <ul><li>Tuition Assistance  </li></ul><ul><ul><li>35% provided some tuition Nationwide </li></ul></...
What is Considered Full Time?
Positions Surveyed <ul><li>Switchboard/Telephone Operator </li></ul><ul><li>Receptionist </li></ul><ul><li>Medical Secreta...
Sample Salary Page Medical Assistant (certified) Assists physicians and nursing personnel in care of patients; may put pat...
Sample Salary Page  (continued) * Insufficient Responses NOTE:  Low, average and high salary amounts are compiled from sur...
Sample Average Salaries  <ul><li>Receptionist $11.48/hr. </li></ul><ul><li>Medical Records Clerk $10.29/hr. </li></ul><ul>...
Staffing Ratio <ul><li>MGMA’s Better Performing Practices annual guide states that in some cases a higher staffing ratio c...
Staffing Ratio per FTE Physician
Current Staffing Needs
Simple Truths <ul><li>If you begin with the “who”, rather than the “what”, you can more easily adapt to a changing world. ...
Key Components to Staffing <ul><li>Offering Competitive Salaries </li></ul><ul><li>Recruiting the best people  </li></ul><...
Keys to Recruiting the Best People <ul><li>Make sure they fit the culture of workplace </li></ul><ul><li>Check references ...
Keys for New Employees <ul><li>Use mentors </li></ul><ul><li>Orientation should include mission & values </li></ul><ul><li...
Keys to Reduce Turnover <ul><li>Salary important only to a point </li></ul><ul><li>People will stay in a job when  </li></...
Rewards <ul><li>Can be formal or informal </li></ul><ul><li>Best when tied to performance </li></ul><ul><li>Do not have to...
Rewards  (continued) <ul><li>Should be matched to the person’s personal preferences </li></ul><ul><li>Should be matched to...
What Services can be Contracted
Links to Powerful Information on Staffing <ul><li>www.mgma.com </li></ul><ul><li>www.memag.com </li></ul><ul><li>www.physi...
Steps for Next Year <ul><li>Be able to print each section as you go </li></ul><ul><li>Be able to start and come back to th...
Summary A combination of competitive salaries and good benefits along with an environment of mutual respect, fun, and posi...
<ul><li>Thank You </li></ul><ul><li>LarsonAllen Health Care Group </li></ul><ul><li>(314) 336-3726 </li></ul><ul><li>www.l...
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MGMA Salary Survey - 2004

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MGMA Salary Survey - 2004

  1. 1. 2004 MGMA OF GREATER ST. LOUIS SALARY SURVEY Curt Mayse & Sharon Cardwell LarsonAllen Health Care Group August 17 th , 2004
  2. 2. Learning Objectives <ul><li>Purpose for the survey </li></ul><ul><li>What were some of the “pearls” of the process </li></ul>
  3. 3. Why is this information important? <ul><li>Offer competitive salaries and benefits to attract and retain quality employees </li></ul><ul><li>Comparability to other groups </li></ul><ul><li>Specific job/position break down </li></ul>
  4. 4. Background of Process <ul><li>Survey distributed to all members – 105 groups </li></ul><ul><li>Survey was conducted on-line for the first time </li></ul><ul><li>It took about an hour or less to complete </li></ul><ul><li>69% response rate </li></ul><ul><li>72 surveys considered valid </li></ul>
  5. 5. Background of Process (continued) <ul><li>654 physicians were represented </li></ul><ul><li>Nearly 2,500 employees were represented </li></ul><ul><li>82% from independent groups </li></ul>
  6. 6. Respondents Grouped by <ul><li>Type of Affiliation </li></ul><ul><li>Practice Size </li></ul><ul><li>Practice Type </li></ul>
  7. 7. Respondents by Type of Affiliation
  8. 8. Respondents by Practice Size
  9. 9. Respondents by Practice Type
  10. 10. National Salary Trends <ul><li>The average clinical and clerical workers’ pay rose modestly in 2003 nationwide </li></ul><ul><li>Managers’ pay rose only slightly--the smallest gains seen in several years </li></ul><ul><li>Managers in the Northeast make more than those in other areas of the country </li></ul><ul><li>Managers in the Midwest make a little more than the national average ($51,991 vs. $51,707) </li></ul>According to PAHCOM (Professional Association of Health Care Office Management)
  11. 11. Local Trends <ul><li>Average salaries rose by 3% overall from 2003 </li></ul><ul><li>Biggest increases: </li></ul><ul><ul><li>Lab Technicians - Certified 14.4% </li></ul></ul><ul><ul><li>RNs Specialty - Certified 10.5% </li></ul></ul><ul><ul><li>Nurse Practitioners - 10.2% </li></ul></ul><ul><ul><li>Referral / Managed Care Coordinators - 8.7% </li></ul></ul><ul><ul><li>X-Ray Technicians - 7.8% </li></ul></ul><ul><ul><li>Receptionists - 6.8% </li></ul></ul><ul><ul><li>Patient Accounts Rep. / Collections - 5.2% </li></ul></ul>
  12. 12. Local Trends (continued) <ul><li>Biggest decreases: </li></ul><ul><ul><li>Office Manager - 16.2% * </li></ul></ul><ul><ul><li>Information Systems Technician - 12% </li></ul></ul><ul><ul><li>Surgical Technician - 8.7% </li></ul></ul><ul><li>NOTE - New category of Administrator most likely affected the Office Manager difference from last year </li></ul>
  13. 13. How Salary Increases are Determined?
  14. 14. When are Salary Increases Given?
  15. 15. How Often is Salary Reviewed?
  16. 16. Average Salary Increases 2003-2004
  17. 17. Reviews at Time of Salary Increase
  18. 18. Bonuses <ul><li>Annual bonuses – 66% provided some sort of staffing bonuses </li></ul><ul><li>Criteria for bonuses based on: </li></ul><ul><ul><li>work performance </li></ul></ul><ul><ul><li>longevity </li></ul></ul><ul><ul><li>profitability of practice </li></ul></ul><ul><ul><li>physician’s discretion </li></ul></ul>
  19. 19. Bonuses by Practice Size
  20. 20. Bonus Determination
  21. 21. Impact to Groups of Various Sizes <ul><li>Physicians who have higher profitability, pay more (i.e. surgeons and invasive specialists) </li></ul><ul><li>Type and range of benefits offered is typically determined by group size </li></ul>
  22. 22. Salary vs. Benefits (what’s expected) <ul><li>Office Managers in the Midwest have received more-generous benefits packages than those in other sections of the country </li></ul><ul><li>Many practices switching to PTO (paid time off) for increased flexibility for workers </li></ul><ul><li>PTO Days </li></ul><ul><ul><li>National Average 24 Days </li></ul></ul><ul><ul><li>St. Louis (2003) 23 Days </li></ul></ul><ul><ul><li>St. Louis (2004) 25 Days </li></ul></ul>
  23. 23. PTO Days by Years Employed
  24. 24. Medical Insurance Offered <ul><li>Medical Insurance – Employee only </li></ul><ul><ul><li>- 82% Offered to full time staff </li></ul></ul><ul><ul><li>- 42% of practices pay 100% of premiums for full time staff. </li></ul></ul><ul><ul><li>- 26% offer some medical to part time staff </li></ul></ul><ul><li>Medical Insurance – Dependents </li></ul><ul><ul><li>38% Offered medical for dependents for full time staff </li></ul></ul><ul><ul><li>17% pay 100% of dependents (66% of those are for Administrators only) </li></ul></ul><ul><ul><li>26% offer some medical insurance to part time staff’s dependents </li></ul></ul>
  25. 25. Other Insurance Offered <ul><li>Dental Insurance Employees only: </li></ul><ul><li>- FT 54% PT 28% </li></ul><ul><li>Dental Insurance Dependents: </li></ul><ul><li>- FT 28% PT 26% </li></ul><ul><li>Vision Insurance Employees: </li></ul><ul><li>- FT 70% PT 17% </li></ul><ul><li>Life Insurance: </li></ul><ul><li>- FT 81% PT 26% </li></ul><ul><li>Long term disability: </li></ul><ul><li>- FT 79% PT 24% </li></ul>
  26. 26. Other Benefits <ul><li>Flex Plan (known as Section 125) </li></ul><ul><li>- FT 37% PT 26% </li></ul><ul><li>Retirement/Profit Sharing Plans </li></ul><ul><li>- FT 80% PT 33% </li></ul><ul><li>401(k) Employee Savings Plan </li></ul><ul><ul><li>- FT 60% PT 32 % </li></ul></ul>
  27. 27. Other Benefits Offered <ul><li>Tuition Assistance </li></ul><ul><ul><li>35% provided some tuition Nationwide </li></ul></ul><ul><ul><li>58% provided some tuition locally </li></ul></ul><ul><li>Continuing Education </li></ul><ul><ul><li>68% offer continuing education </li></ul></ul><ul><ul><li>Recruit with wages and retain with benefits </li></ul></ul>
  28. 28. What is Considered Full Time?
  29. 29. Positions Surveyed <ul><li>Switchboard/Telephone Operator </li></ul><ul><li>Receptionist </li></ul><ul><li>Medical Secretary </li></ul><ul><li>Transcriptionist </li></ul><ul><li>Medical Records Clerk </li></ul><ul><li>Medical Records Supervisor </li></ul><ul><li>File Clerk </li></ul><ul><li>Medical Assistant (Certified) </li></ul><ul><li>Medical Assistant (Not Certified) </li></ul><ul><li>Lab Technician (Certified) </li></ul><ul><li>Lab Technician (Not Certified) </li></ul><ul><li>Phlebotomist Lead/Chief X-Ray Technician </li></ul><ul><li>X-Ray Technician </li></ul><ul><li>Ultrasound Technician </li></ul><ul><li>Surgical Technician </li></ul><ul><li>Licensed Practical Nurse </li></ul><ul><li>Registered Nurse </li></ul><ul><li>Registered Nurse (Specialty Certified) </li></ul><ul><li>Nurse Practitioner </li></ul><ul><li>Clinical Supervisor </li></ul><ul><li>Physician Assistant </li></ul><ul><li>Physical Therapist </li></ul><ul><li>Information Systems Technician </li></ul><ul><li>Office Manager </li></ul><ul><li>Administrator </li></ul><ul><li>Assistant Administrator (Assistant Office Manager) </li></ul><ul><li>Business Office Manager </li></ul><ul><li>Accounts Payable </li></ul><ul><li>Administrative Assistant </li></ul><ul><li>Referral/Managed Care Coordinator </li></ul><ul><li>Billing Clerk </li></ul><ul><li>Coder/Analyst (Certified) </li></ul><ul><li>Coder/Analyst (Not Certified) </li></ul><ul><li>Patient Accounts Rep/Collections </li></ul>
  30. 30. Sample Salary Page Medical Assistant (certified) Assists physicians and nursing personnel in care of patients; may put patients in exam rooms, chart vital signs and prepare for examinations; also may stock and clean exam rooms and instruments. By Revenue Type
  31. 31. Sample Salary Page (continued) * Insufficient Responses NOTE: Low, average and high salary amounts are compiled from survey responses and each category is then averaged. If a respondent did not respond to all data elements, no adjustment was made and data may appear to be inconsistent in some instances (e.g., average salaries may be lower than low salaries).
  32. 32. Sample Average Salaries <ul><li>Receptionist $11.48/hr. </li></ul><ul><li>Medical Records Clerk $10.29/hr. </li></ul><ul><li>Medical Assistant (Non Certified) $12.07/hr. </li></ul><ul><li>Registered Nurse $19.70/hr. </li></ul><ul><li>Billing Clerk $13.04/hr . </li></ul><ul><li>Office Manager $21.52/hr. </li></ul><ul><li>Assistant Administrator $31.41/hr. </li></ul>
  33. 33. Staffing Ratio <ul><li>MGMA’s Better Performing Practices annual guide states that in some cases a higher staffing ratio can create higher profitability </li></ul>
  34. 34. Staffing Ratio per FTE Physician
  35. 35. Current Staffing Needs
  36. 36. Simple Truths <ul><li>If you begin with the “who”, rather than the “what”, you can more easily adapt to a changing world. </li></ul><ul><li>If you have the right people “on the bus”, the problem of how to motivate and manage people largely goes away. </li></ul><ul><li>If you have the wrong people, it doesn’t matter whether you discover the right direction—you still won’t have a great company (practice). </li></ul>
  37. 37. Key Components to Staffing <ul><li>Offering Competitive Salaries </li></ul><ul><li>Recruiting the best people </li></ul><ul><li>Orientation and training </li></ul><ul><li>Reducing turnover </li></ul><ul><li>Knowing what functions can be outsourced </li></ul>
  38. 38. Keys to Recruiting the Best People <ul><li>Make sure they fit the culture of workplace </li></ul><ul><li>Check references and previous work experience </li></ul><ul><li>Check for skill set matches </li></ul><ul><li>Use an outside firm to do background checks </li></ul>
  39. 39. Keys for New Employees <ul><li>Use mentors </li></ul><ul><li>Orientation should include mission & values </li></ul><ul><li>Keep training materials updated </li></ul><ul><li>Use performance reviews </li></ul><ul><li>Ongoing training </li></ul>
  40. 40. Keys to Reduce Turnover <ul><li>Salary important only to a point </li></ul><ul><li>People will stay in a job when </li></ul><ul><ul><li>they feel valued </li></ul></ul><ul><ul><li>a part of the team </li></ul></ul><ul><ul><li>they get the training they need </li></ul></ul><ul><ul><li>that their opinions count </li></ul></ul><ul><ul><li>when they feel they are making a difference </li></ul></ul><ul><li>Laugh and celebrate small successes </li></ul><ul><li>Use rewards </li></ul>
  41. 41. Rewards <ul><li>Can be formal or informal </li></ul><ul><li>Best when tied to performance </li></ul><ul><li>Do not have to be expensive </li></ul><ul><li>Can involve cash, non-cash, or both </li></ul><ul><li>Be creative with rewards </li></ul><ul><ul><li>flexible time off (handled equally between employees) </li></ul></ul><ul><ul><li>Gift certificates to favorite restaurants </li></ul></ul><ul><ul><li>House cleaning services for person’s home </li></ul></ul>
  42. 42. Rewards (continued) <ul><li>Should be matched to the person’s personal preferences </li></ul><ul><li>Should be matched to the achievement </li></ul><ul><li>Should reflect your values and business strategy </li></ul><ul><li>Should be timely and specific </li></ul>
  43. 43. What Services can be Contracted
  44. 44. Links to Powerful Information on Staffing <ul><li>www.mgma.com </li></ul><ul><li>www.memag.com </li></ul><ul><li>www.physicianpractice.com </li></ul><ul><li>www.medscape.com </li></ul>
  45. 45. Steps for Next Year <ul><li>Be able to print each section as you go </li></ul><ul><li>Be able to start and come back to the survey </li></ul><ul><li>Better clarify Office Manager vs. Administrator </li></ul><ul><li>Will include category for Aestheticians </li></ul><ul><li>Will do on-line AGAIN…. </li></ul>
  46. 46. Summary A combination of competitive salaries and good benefits along with an environment of mutual respect, fun, and positive work relationships can result in productive and happy employees.
  47. 47. <ul><li>Thank You </li></ul><ul><li>LarsonAllen Health Care Group </li></ul><ul><li>(314) 336-3726 </li></ul><ul><li>www.larsonallen.com </li></ul>

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