WEBCASTS
Taking a Fresh Look at how our Staffing Philosophies Impact our Competitiveness
A Case Study with Sumner Regional Medical Center
March 23, 2007 at 12:00 AM PST
VP, Clinical Services
Fred Levoy, BS, LNHA
Regulatory Compliance and Project Management
Deb Strickland has launched the BidShift program at 2 separate hospitals, most recently Sumner Regional Medical Center in Gallatin, TN. Deb has shared her insights and “ah-ha” moments as she has worked with BidShift to enhance her staffing effectiveness program.
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Staffing Goals |
Decrease use/spending of Contract Labor, Improve utilization of existing staff, Improve employee satisfaction, Data driven staffing decisions, use of incentives if desired, improve turnover, improve quality of staffing |
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Before Picture |
PRN Staff dictated when they wanted to work, reactive staffing, ineffective communication methods |
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What Wasn't Working |
Scheduling staff in reverse orders, managers were spending too much time on scheduling, Staff wanted more control of their schedule, no cohesiveness |
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The "After" Picture |
F/T, P/T scheduled first, PRN’s are offered the remaining shifts, FT/PT can pick up extra shifts, all staff can see needs of entire Health System and think more broadly |
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Consistancy and Predictibility |
Consistency in the way scheduling is done, Proactive approach to scheduling, Staff is driving their own schedule, Staff satisfaction |
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Results After Four Months |
Reduction in over time, eliminated 10 travelers, “Christmas 365 days per year, downturn in utilization of PRN staff, Working between facilities, vacancy rate has decreased from 7% to 2%, Annual turnover has decreased from 25% to 12%, increase of employee satisfaction and surrounding communication |
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Added Value |
Used by departments other than nursing, staff maintains their own contact information, -more up to date than HR, broadened associate’s view of their competencies, encouraging some to seek additional experience |
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Data is Power |
Data driven staffing that aligns with your goals, clear visibility into staffing needs across health system, track PRN requirements, visibility of self directed floating |
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Key Success Factors |
Think broadly, program creates other opportunities, must have a united front, management team consistency is key, “re-recruit” the nurse managers and make sure they understand the vision |
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What's Next?? |
Tracking ROI after 6 months, evolving incentive approach, interface with scheduling, always watching data to adjust strategy, continue to “re-recruit” nurse managers |