Yep, I sure did get a lot of pushback about last week’s post from the organization leaders who read this blog
You’re misleading your readers . .
Retention bonus can be an effective tool in work force management. . .
It is an industry standard to use them to retain top talent. . .
Retention bonuses allow us the flexibility to keep ahead of a changing labor market. . .
Thank you for your engagement.
It is only in disagreement that one grows.
Retention bonuses are adjustments for past labor that was under-compensated.
It’s an acknowledgement that the organization sees it’s clinicians as independent contractor, to whom one time payments can be made as conditions demand.
But support them with a sustainable compensation formula and good working conditions? No way!
How in the world can an information worker or emotional laborer deliver their best work under such conditions.
Retention bonuses may be effective and necessary, but for those on the factory floor they’re a sign that the organization is either inexpertly run or that the workers are not a priority.
Either way, if a clinician wants to practice medicine with fulfillment and joy, that’s not going to happen where they’re used.
Give your clinicians skin in the game, make them a priority, put their wellbeing in your mission statement.
You’ll never have to pay another retention bonus ever again.