Staffing shortages have been plaguing the healthcare industry for years and were even further exacerbated by the impacts of COVID-19 on hospital operations. Not only were organizations scrambling to recruit and retain skilled nurses, but they also found themselves facing critical gaps in their Respiratory Therapy and Laboratory staff as well. To address the issue and secure the resources needed to effectively and safely provide care, hospitals and health systems began offering enticing, and in some cases exorbitant, sign-on bonuses.
Demand in healthcare, by nature, can be hard to predict. A fundamental part of care delivery is being prepared for the unexpected, whether that be the effects of a natural disaster, large-scale safety event, or global pandemic. However, that does not mean that daily staffing patterns and annual budgets should be buffered to accommodate the “what-ifs.
Spring has sprung! This is the season of rebirth and reinvention. While some organizations are beginning their new fiscal year, others may be reviewing their Q1 performance or gearing up to start their budget process. Regardless of what category your hospital or health system falls into, it is essential to remember the impact productivity has on sustained improvement and continued fiscal strength.
You don’t need a leprechaun or the “luck of the Irish” to reap the benefits of a productivity management system. Healthcare organizations across the country are managing their COVID-19 recovery through productivity by appropriately aligning their resources with rebounding patient volumes and current community needs. Productivity initiatives promote high-quality care, cost reduction, patient/employee satisfaction, and sustainability.
Love is in the air, and in healthcare, change is always on the horizon. A focus on productivity and workforce optimization may be part of your organization’s 2021 initiatives, but you may be personally struggling with getting behind the proposed strategies. You are not alone – many industry leaders and professionals have a love/hate relationship with performance improvement.
As we bid good riddance to the stress and uncertainty of 2020, it is safe to say that everyone is excited to begin the new year. However, the challenges of last year have helped to guide growth, both personal and professional. That is why it is more important than ever to use the start of 2021 as a time for reflection and evaluation, determining how to further improve upon a foundation forged in the chaos of the pandemic.
Many healthcare leaders believe that the term “minimum staffing” is the result of performance improvement initiatives aimed at doing more with less. It is actually a critical component of any department’s operations and should be considered in all productivity strategies and staffing-based decisions. Minimum staffing levels indicate the number of manhours across each job code category in a department, regardless of patient census or workload, necessary to operate safely and efficiently.
In the past five months, we as healthcare professionals have all learned a lot about the human spirit's strength and have been humbled by our ability as an industry to persevere during this crisis. We have also come to realize that COVID-19 is here to stay. This devastating virus is not merely a passing health anomaly that we are working to overcome, but instead a permanent change to which we must adapt.
In these trying and unstable times, one thing has been evident; people have the innate ability to rise to a challenge with #positivity and professionalism. More than ever, it is critical that #healthcare leaders recognize the contributions and sacrifices their staff are making to ensure the health of the communities they live in and the prosperity of the organizations they serve. The ALTIUS team focuses on educating and elevating our clients, encouraging them to support each other by celebrating their #successes.
At ATLIUS, we stress the importance of having the right person, in the right place, performing the right task, for the right clinical outcome. This approach is then ultimately supported by having the right productivity target in place. The question is, how do you determine each departmental target so that it results in the highest level of efficiency and the best overall outcomes? While there are various ways to establish productivity targets, we have seen the strongest performers follow our primary approach to target setting: varying targets by department.