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The Director of Rehabilitation Services at a large metropolitan university teaching hospital encountered a salary challenge that she was able to turn into an opportunity. In order to address the salary disadvantage the Audiology and Speech-Language Pathology staff experienced in contrast to other rehab disciplines in that institution, she provided additional data regarding the level of their contributions to the organization, in terms of: their average length of service (and the savings that represented in recruitment and turnover costs), and the productive programmatic leadership they provided in terms of consistently serving as team, committee, and special project coordinators. The Rehab Director (a speechlanguage pathologist) was able to convince the administration that the salary disadvantage was not only unfair but unwise. The medical center administration eventually gave its full support to regrading the Audiology and Speech-Language Pathology staff's salaries.
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