Managing Staff Travel in Ophthalmology
Are you really ready for your team to travel?
Many small to mid-sized practices eventually expand their footprint, requiring staff — from technicians to front desk — to travel between offices. If this is a new requirement for your clinic, you’ve likely discovered that this can create a massive headache: last-minute cancellations, arguments over mileage, and serious HR compliance risks regarding compensation.
Successfully integrating a travel requirement requires proactive planning, absolute clarity, and a precise understanding of federal wage laws. Ignoring these details won't just frustrate your team; it can lead to costly HR challenges in healthcare and contribute to significant healthcare turnover.
Communicate Travel Requirements from Day One
Embed the requirement in the job description. The job description should explicitly state the frequency and scope of travel. For example, it should say: "Required to travel by personal vehicle 2-3 days per week to local satellite offices." You may also need to add specific scheduling parameters: "On travel days, work may start as early as 5:30 AM at the satellite location and end as late as 6:00 PM."
Verbally review and confirm during the interview. Do not rely solely on the written job description. During the final interview stage, verbally review the travel requirements, the required hours on travel days, and the expected compensation (paid travel time vs. mileage). Ask the candidate to confirm that the requirement will realistically work for them.
Obtain a signed agreement for current staff. If travel is a new thing for your current staff, or if you're experiencing issues with compliance, you must re-communicate the expectation formally. Consider having all your travel-required staff sign off on the updated job description, along with a separate statement that says: "I understand that travel to X and Y office is required approximately N times per week as a condition of continued employment."
Have the Right Policies In Place
Certain travel-related policies can help protect your practice. Be sure that your policies and procedures include the following:
A prohibition on phone usage while driving
A check on motor vehicle history on anyone who drives regularly
A requirement to carry personal auto insurance (ask your liability insurance carrier for details)
Rules regarding safe vehicle operation and complying with traffic laws
A statement that any traffic violation is the responsibility of the driver who incurred the infraction
A handbook statement that work time must always be paid
A clear procedure on how travel time is handled
Understanding Compensable Time
This is the most critical area of risk for any practice with required travel. Per the Fair Labor Standards Act (FLSA), certain travel time must be considered paid, working time. Misclassifying this time is not a simple HR mistake—it's a federal wage violation that can subject your practice to back pay plus liquidated damages (double the unpaid wages).
Compensate Travel Between Work Sites. If an employee is at Office A and is required to travel to Office B during the workday, that time spent traveling is compensable time and must be paid as hours worked. This is the clearest example of travel time that must be paid under federal law.
Compensate the Extra Commute Time. If an employee is asked to travel directly from home to a temporary worksite (Office B) that is farther than their usual primary worksite (Office A), only the additional time it takes them to get there is compensable time. The normal commute time (to Office A) is not paid. Not paying for this differential time is a common error that can create a wage violation.
Managing Mileage and Expenses
Use the Federal IRS Standard Rate for Reimbursement. While mileage reimbursement is optional per federal law (you are required to pay for travel time, not necessarily the mileage itself), most businesses reimburse to cover wear and tear on a personal vehicle. To keep it simple and compliant, reimburse at the current IRS standard mileage rate. This rate covers all operating costs.
Require a Simple, Detailed Tracking Method. You can’t pay accurately without documentation. Implement a mandatory, easy-to-use system for tracking travel. This could be a simple daily mileage log or a mileage tracking app.
Handling Non-Compliance and Accommodations
Re-communicate and then Document Performance Issues. If travel is a new requirement and you have staff resisting, re-communicate the expectation formally. If they refuse to comply or start calling in on travel days, you must start the progressive disciplinary process with verbal, then written warnings. Failure to perform a fundamental job function (travel) is a performance issue. It doesn’t matter if travel wasn’t in place when they were hired as long as you express the new expectation clearly.
Be Prepared for Accommodation Requests. This is where HR compliance for medical practices gets complex. If a reliable employee states they cannot meet the travel requirement due to a legally protected reason (a disability, FMLA, or pregnancy-related medical condition), you must engage in the interactive process to find a reasonable accommodation. Never discipline or terminate without ruling out a legal protection first.
For further reading on the correct way to handle performance issues, you might find my posts on feedback to be helpful in guiding your managers.
Integrating travel into your clinic operations should boost your clinic's capacity, not introduce unnecessary HR challenges. By clearly defining the travel requirement and rigorously adhering to compensable time laws, you can minimize staff turnover and build a high-compliance culture.
Ready to ensure your HR practices are legally sound and support your employee engagement? Contact me today.
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