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Intraoperative Neuromonitoring – The Essential Guide Released

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Intraoperative NeuromonitoringA new 416 page IONM text published by McGraw-Hill appeared on bookshelves December 13, 2013. Intraoperative Neuromonitoring by co-editors Christopher Loftus, Jose Biller , Eli Baron.

Loftus is chair of the Department of Neurological Surgery and Biller is chair of the Department of Neurology of Loyola University Chicago Stritch School of Medicine. Baron is a clinical associate professor of neurosurgery at Cedars-Sinai Spine Center in Los Angeles.

Accordingly, the surgical neurophysiologist’s essential guide to monitoring neural function during intricate neurosurgery procedures. Whether you are a student and need to pass the CNIM, DABNM, or medical board exams, or if you are a oversight physician and need to know more, or simply looking for a practical reference guide and manual: This may be the ideal text for you.

You will learn how to utilize the very latest neuromonitoring tools, and familiarize yourself with the full range of topics pertaining to intraoperative monitoring (IONM) in neurosurgery. The authors also present common and some lesser-known techniques for neural assessment, resulting in a stand-alone reference that helps you master any type of neuromonitoring for virtually every kind of procedure.

  • The most complete, expert-authored intraoperative neuromonitoring resource available, addressing the most current topics, tools, and techniques to enhance your skills
  • Valuable, learn-as-you-go guidance on measuring and mapping neural structures focuses on the proper evaluation of pertinent patient data and providing the surgeon with accurate updates through the duration of the case
  • Clearly explains must-know topics such as neuromonitoring during cerebrovascular surgery, mapping cerebral and brainstem function, intraoperative neuromonitoring in spinal surgery, peripheral nerve procedures, and more
  • Numerous illustrations, figures, surgical images
  • Full chapter-ending references provide opportunities for further study and research

Intraoperative Neuromonitoring is designed to take the reader step-by-step through the proper protocols for intraoperative neurophysiological monitoring for improved surgical outcomes.  A welcome addition to your reference library.

Intraoperative Neuromonitoring [Hardcover]
Christopher Loftus (Author), Jose Biller (Author), Eli Baron (Author)

Hardcover: 416 pages
Publisher: McGraw-Hill Professional; 1 edition (December 13, 2013)
Language: English
ISBN-10: 0071792236
ISBN-13: 978-0071792233

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Neuromonitoring IOM Salary Survey 2011 – Selected business intelligence – Real salaries

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Brought to you exclusively by The Surgical Neurophysiology & Neuromonitoring Group

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We offer association management, marketing, social media branding, mentorship, career advice, professional referrals, and organizational support as a service to the IONM community. Consult with us for success.

Contact us @ (415) 501-0364 or write to info@unpa.pro for consult.

IONM Salary Survey April 4 – May 15, 2011

Total Respondents: 109

Please view the salary survey as a member service at the United Neurodiagnostic Professionals of America (UNPA) website: http://unpa.pro/IOMsalaries2011 (Member only access)

Sign up for membership today!

Written by Neuro News

May 15, 2011 at 7:07 pm

5 Salary Secrets Your Company Won’t Tell You

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A percent sign.

Image via Wikipedia

By Joy Victory, special to PayScale.com

It’s normal to wonder how and why you get paid the salary you do. After all, most employers are not willing to share inside salary information and salary decision methods, without at least a little prodding. So how are wage increases determined in big companies? And how can you use that salary information to your advantage? Let’s take a look at the best kept company salary secrets.

1. For most companies, 3.9% is the average budget increase for salaries
Most “high performers” get around a five percent raise, while “low performers” often receive an annual pay raise of 2 percent or less, according to a survey from World at Work.

“When people are looking for 6 to 8 percent, well, very few people are getting it,” says Rebecca Mazin, co-founder of the HR consulting firm Recruit Right and author of The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals.

Knowing this can make it easier to stomach a 4 percent annual pay raise – while it may not equal big money, it actually means your employer values you. Anything more is above the average pay raise, and means you’re likely considered a top performer, and anything less means you may be underperforming.

2. Your employer (or future employer) may not know the national salary range for your position
Just because a whole wealth of salary information is online these days doesn’t mean your company has any idea what the national average wages are for a person in your field and in your city. If you research the historic average wage trends and discover your salary is abnormally low, it can be a great negotiation tool when you talk to your boss about your annual pay raise – or when you’re accepting a new job offer. He or she will realize they could easily lose you since many competitors nearby are paying better than the national average wages and possibly giving a higher annual pay raise.

“You need to go in with some data behind you, you at least need to know what the going rate is,” says Dawn Rosenberg McKay, About.com Guide to Career Planning. “[That way] you’ll know if you’re being outlandish or asking for something ridiculous.”

3. Most managers have a short memory when it comes time for your annual pay raise
On average, pay raises are given annually, and so it’s important to keep track of all your achievements within the past year – don’t expect your boss to remember your big project from eight months ago. Using a spreadsheet or a special email folder, keep track of your accomplishments as they happen, so when the time comes, you have a strong case for a higher annual pay raise.

Accomplishments that show you’ve either saved the company money or earned the company money are the best ones to highlight, especially if you can specify an exact figure. If that’s not possible (which is the case for most employees), take note of any extraordinary praise you received from managers or fellow co-workers, any special thanks from clients, and any other ways that demonstrated you went above and beyond your normal job duties.

4. Your manager probably has little influence over your annual pay raise
Decisions about an employee’s annual pay raise are often made at a high level of company management. So, even if you follow all the pay raise tips above, your manager may have minimal control over your annual pay raise. Case in point: Mazin recently worked with a non-profit organization whose board decided to give every employee the exact same pay raise.

There’s not a lot you can do in this situation, but if it leaves you feeling dissatisfied or taken for granted, it may be time to look for a new job.

5. Threatening to quit can result in a big pay raise (but it’s risky)
If you’re hoping for a big annual pay raise, or were disappointed by a recent pay raise, you may want to start job searching. For most people, the biggest salary jumps they have in their careers occur when they get a new job or threaten to quit because of a tantalizing job offer.

Sometimes, telling your current employer about your new gig can be a potent bargaining chip – they may be willing to match the new offer just to keep you. But not always, as Mazin points out, so don’t let your plan backfire. Make sure you really want that new job – and are ready to quit your current one – before threatening to quit.

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