In my current role, I supervise a group within our Specialty Services team. This team supports a unique patient demographic that requires a more “white glove” experience. These calls are often longer, more complex, and involve additional follow-through compared to standard scheduling calls. The team is expected to provide a higher-touch experience, manage more detailed coordination, and handle sensitive patient needs with extra care.
However, because the call volume for Specialty Services alone is relatively low, these team members also continue to handle high-volume state calls. In practice, this means they carry the workload of their regular team while also taking on more complex Specialty responsibilities. Despite the increased expectations and responsibilities, they are not classified as a separate team and do not receive additional compensation.
Compensation has clearly become a motivating factor in their behavior. While they continue to perform well and have not reduced their effort, morale has noticeably declined. They frequently ask when compensation adjustments might occur. More concerning, I have started to see some of them quietly explore other employment opportunities.
What seems to be driving this shift is not simply the desire for more money. It is the perception that their added value and increased workload are not being recognized in a tangible way. Compensation signals organizational value. When employees take on more responsibility without differentiation in pay, it can create frustration and feelings of inequity.
This situation has reinforced for me how closely compensation is tied to engagement and retention. Even when employees are dedicated and mission-driven, sustained extra effort without meaningful reward can gradually erode morale. Compensation, in this case, represents acknowledgment, fairness, and recognition, not just a paycheck.
