2002 Salary Survey: Improve your income with better data skills, leadership
Survey shows median income of $55,000
Incomes are holding steady for health care quality managers, according to the latest Hospital Peer Review Salary Survey, but leaders in the field say you should improve data management and analysis skills if you want to preserve your role as a significant player in your organization.
The exclusive 2002 Hospital Peer Review Salary Survey was mailed to readers in the June 2002 issue.
Previous years have shown a slight upward trend in income, but this year’s results suggest that quality managers are making about the same as last year. This year’s survey shows a median income of $55,000, about the same as last year. In previous years, the median income for quality professionals has been in the $50,000 to $55,000 range.
The survey shows that almost half of the respondents, 44%, reported an increase of 1% to 3% in their income from the past year. Another 29% reported a 4% to 6% increase. About 11% reported no change, and 3% reported a decrease. A lucky few reported increases of between 7% and 20%. (See Table 1 and 2)
Long hours are still the norm for HPR readers. Thirty-five percent report that they work 41-45 hours per week, and 24% report that they work 46-50 hours per week. Another 18% report working 51-55 hours per week. (See Table 3)
The job description of a quality manager is changing in many health care organizations, and that makes salary comparisons more difficult, says Patrice Spath, RHIT, a consultant in Forest Grove, OR. Some quality managers are taking on more responsibility for patient safety, she says, and that is likely to elevate your role in the organization and increase your income. But regardless of what other duties you take on, Spath says the biggest challenge facing quality managers this year is the increased focus on data and statistical analysis.
"The health care industry is focusing much more on process management techniques like Six Sigma," she says. "Having good skills in statistical analysis and with techniques such as designing experiments is essential for quality managers who want to excel at their jobs. Getting involved in projects like Six Sigma is usually necessary if you’re going to become a leader, and Six Sigma is all about data."
The more you can become involved in leadership projects, the more you can improve your standing in the organization, and Spath says that inevitably will lead to higher incomes. Quality managers are a good fit with projects such as Six Sigma, which is data driven, using data to test different process improvement choices. But Six Sigma and other top-tier leadership projects in a health care organization usually involve senior managers and executives. That may not include quality managers, Spath says, because the average quality manager doesn’t have the necessary skills in data analysis. (See Table 4)
Two types of people typically go into quality management, she says. One is more interested in the team-building aspects of the career and the other is more interested in the statistical analysis.
"I see people from the team-building aspect going back to school to get a master’s in statistical process control or information management," she says. "You pretty much have to if you want to keep up with what people are going to expect of you."
But not everyone is pursuing that kind of career advancement. Spath refers to "the graying of the quality manager" and notes that many currently in the field are nearing retirement, getting close enough that they aren’t very motivated to pursue additional training. That theory is borne out by HPR’s survey results showing that 47% have worked in health care for 25 years or more. This trend can work to the advantage of other quality managers who decide they have enough time left in their careers to justify improving their skills. Spath says those are the quality managers the health care providers will turn to when better positions and higher salaries are available.
"Who’s going to step in when those other people retire? The administration will be looking for people with statistical analysis skills and data management skills," she says. "Hone those skills now to be ready. We as quality managers need to have better skills in analyzing data, uncovering the story behind that information, and helping our employers react to unfavorable trends in that information. The key to a better salary is having the ability to turn data into useful information."
Many quality professionals already are improving their skills, says Janet Brown, RN, CPHQ, head of JB Quality Solutions in Pasadena, CA. She teaches classes for those seeking CPHQ certification, and she says she sees a trend toward younger people in the profession. There also is reason to be optimistic about hiring opportunities. (See Table 5)
"At the last workshop, I was amazed that 25% in attendance were new to the field, in quality for less than two years," she says. "I was very much impressed with the fact that not only did that seem to indicate hiring, but most were there at the cost of their employers. That means to me that the field is intact, that people are hiring."
Brown says the push for patient safety in health care can only improve the career opportunities for quality professionals. "There isn’t any way to have patient safety without reengineering processes of care, and that’s a job for quality professionals," she says.
While Brown is optimistic about career opportunities, she agrees with Spath that quality professionals must improve their skills if they are to take advantage of those opportunities.
She advises staying current with accreditation requirements, legislative and regulatory requirements, core performance measures, and patient safety methodologies. Brown also says that recent corporate scandals could lead to a bigger role for quality professionals.
"The whole concept of corporate character has come to the forefront, and corporate character has to be taught by the quality professional," she says. "Quality is an issue that can’t be compromised, and there has to be someone in the organization who can stand up and say that, and be respected when they do."
Positioning yourself as a respected leader in the organization is one of the best ways to ensure a good career and improved salary, Brown says. That means you must be seen as a key resource for your superiors, especially top leaders like the CEO.
One characteristic of a good leader is that he or she doesn’t strive to know every last detail, but is surrounded by people who do. Brown says you should strive to be one of those people.
"You want to be the one people turn to when there is a quality concern, any sort of question related to quality statistics, or analysis, or performance improvement," she says. "The more you position yourself at the table as a key player, the more your salary will increase."
Brown says salary levels currently look good for quality professionals, with the only downside being that employers seem less willing or able to pay for the education you need to stay current. Overall, she says this is a good time to be a health care quality professional.
"I’m amazed at how many people I see making $75,000 and up," she says. "But those are the organizational experts, the ones who have made themselves key players with the leadership. They’ve established that level of expertise, they’re certified, and most either have a master’s degree or are in the process of getting one." (See Table 6)
Audio conference tackles HIPAA privacy concerns
The recently released final privacy rule under the Health Insurance Portability and Accountability Act (HIPAA) makes significant changes to the existing regulations. With the April 14, 2003, compliance deadline fast approaching, are your staff receiving the proper training?
Sweeping changes will be needed
The American Hospital Association says implementing HIPAA will require "sweeping operational changes" and will take "intense education of hospital workers and patients."
To help you and your staff prepare, American Health Consultants offers HIPAA’s Final Privacy Regulations: What You Must Know to Comply, an hour-long audio conference Dec. 4, 2002, from 2:30-3:30 p.m., ET. You’ll learn detailed information on changes to the privacy rule, as well as practical methods to implement new procedures within your facility.
Also learn how to successfully manage privacy issues with business associates, and how to spot and avoid costly HIPAA violations.
Do you know what your enforcement priorities are? Do you need real-world examples? Our expert speakers, Debra Mikels and Chris Wierz, BSN, MBA, will help you understand your responsibilities and identify potential liabilities. All this will allow you to develop a HIPAA-compliance strategy with a rationale behind it.
Mikels is corporate manager of confidentiality for Partners Healthcare in Boston. The Partners system includes some of the largest and most respected facilities in the country, including Massachusetts General Hospital, Brigham and Women’s Hospital, and Harvard Medical School. She will provide the practical information and guidance you need to implement a comprehensive privacy policy in your organization.
Wierz is vice president of HIPAA and compliance initiatives for Houston-based Healthlink Inc., a health care consulting firm. She has worked with numerous facilities across the country to prepare them for HIPAA compliance, and now she shares many of her ideas with you.
The cost of the conference is $299, which includes free CE or CME for your entire staff, program handouts and additional reading, a convenient 48-hour replay, and a conference CD. Don’t miss out. Educate your entire facility for one low price.
For more information or to register for the HIPAA audio conference, please call American Health Consultants’ customer service department at (800) 688-2421. When ordering, please refer to effort code: 65151.
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