Money isn’t everything

Money isn’t everything

Feeling the pressure to keep your staff happy? It is not always about the money…

We are all too aware of the increasing cost of living with headline inflation rate increasing to 6.1% and the talk in the media about stagnant wage growth. Conversations about a pay rise can be tricky at the best of times, but a low unemployment rate, rising inflation, and financial pressures can make these discussions even more challenging. 

We are hearing from some of our members that they are feeling the pressure to increase staff wages. However, a pay increase may not be the only way to keep your staff happy. Here are some ideas to consider.  

Be respectful of your employees

Asking for pay rise can be a daunting task for employees and the subsequent discussion may be stressful for both employee and employer. It is important to listen to what your employee has to say. Ask questions to clarify your understanding of the request and their motivation. Do not be dismissive. Give yourself time to think it over, do your own research and consider all the options available to you to show your employee they are valued and appreciated.  

Should I grant my staff a pay rise?

You may be paying your staff well for the work that they do. Do your research by talking to colleagues/associates and recruitment agencies or look at job advertisements to see what the going rate is for similar roles. Remember that recruitment agencies and job advertisements may offer slightly higher rates of pay as they try to attract candidates to apply. 

Award rates are minimum rates and employers may choose to pay above them. If you are paying above the award rate and feel that the pay rate is appropriate for the job your employee is employed to do you may want to share some of the market data with the employee when explaining to them the reasons why you may not be agreeable to the requested pay increase, or any increase. 

Listen and consider what the employee has to say. They may not like the outcome of the discussion but if they understand the basis for your decision then they may be more likely to accept the decision and appreciate your honesty and openness. Avoiding the issue and hoping it will go away will not help the situation.

If you do decide to give a pay increase to an employee who is already paid above the award rate, consider whether there is any potential for any associated productivity gains for the business, for example extra responsibilities that the employee could take on. 

Making your employee feel valued

Working in a medical practice is not perhaps as attractive as we continue to learn to live with COVID-19, and in a tight labour market, with rising inflation you may be considering how to attract and retain good staff. It might not only be about the money.

There are a number of things that you might do that may make all the difference to your employee. These may include simple gestures such as giving the employee a paid day off on their birthday, buying a round of coffees for staff, providing the employee with parking, providing lunch or drinks after work, allowing your employee to take a bonus paid day off over the Christmas period. Over the holiday period, there are often increased financial pressures, so a one-off bonus or gift card may be a good way to show your appreciation.  

Another way of showing your appreciation could be to invest in your employee’s ongoing development. Are there training or development programs you could send your employee to that would support their career goals? Perhaps even a weekend away in association with a training or development course. What about an industry event, such as a conference or dinner as a reward?

Flexible working is the flavour of the month, and many employers are offering employees the ability to work from home. While this is not always possible, it may be worth considering what flexibility you could offer without negatively impacting your practice. Many employees appreciate having the flexibility of being able to attend important family or other events, so consider if it is possible to allow the employee to leave early or start a bit later, on occasion, for example if they have would like to attend a school assembly, sports carnival, or medical appointment. 

What about the working environment?

Another issue you may like to consider is the work environment. Are there things that you can do to make the practice a better place to work? 

We are not talking just about the physical environment, although having a comfortable chair, decent workspace and providing a place to take a break to eat lunch are often appreciated. 

It’s the working environment that matters as well. Do your employees feel like they know what is going on at the practice? Are they included in decisions that involve them, as is appropriate? Is there open communication and a friendly atmosphere? What about teamwork, do they feel like they are a part of a team, working together to provide the best outcome for patients? Are there improvements that could be made as to how the practice is run?

Talk to your staff and find out what they value, but don’t make promises you can’t keep. If you fail to deliver on what has been agreed, it can do more harm than good, so manage employees’ expectations to avoid disappointment.  

Consider the consequences

On a final note, it is always worthwhile considering what the consequences could be if you decide not to do anything. The employee may leave or remain but become increasingly disengaged. Finding a replacement in the current tight labour market may not only be challenging but costly and investing in your team may prove to be a very worthwhile investment. 

Need help?

The AMA (NSW) Workplace Relations Team is here to help and can be contacted via email at workplace@amansw.com.au or by calling (02) 9439 8822. 

About the Author

Lisa Bennell is the AMA (NSW) Workplace Relations Advisor.