Roundtables

3 API Healthcare (www.apihealthcare. com) is focused on workforce optimization solutions exclusively for the healthcare industry. The company's staffi ng and scheduling, patient classifi cation, human resources, talent management, payroll, time and attendance, busi- ness analytics, and staffi ng agency solutions are used by more than 1,600 health systems and staffi ng agencies. Founded in 1982, API Healthcare has been rated by KLAS in the Top 20 Best in KLAS Awards Report (www.KLASresearch.com) as the top time and attendance provider system for the last 12 years (2002-2013) and the top staffi ng and scheduling solution in 2012 and 2013. We have also implemented strategies and, in some cases, add- ed staffi ng for programs such as our rapid response team and lift teams, who assist in the lifting and movement of patients, to improve patient safety and quality outcomes. Similarly, we have implemented strategies and added staffi ng for programs to im- prove patient satisfaction. For example, discharge liaisons have been added to some nursing units, improved triage capabilities and fast track processes have been implemented in the emer- gency department, and patient navigators have been added in our cancer center. C.D.: For our organization, we strive to decrease overtime when possible. The work environment is not only stressful; it is very much a physical activity. When we look at overtime, the impact is beyond how it might impact patient satisfaction goals; our fo- cus is the ability to decrease overtime by allowing our staff to go home to their lives, families and friends. If we can create a work environment where there is not a signifi cant demand on nurses to work overtime, it should create a happier work environment, which lends itself to increased patient satisfaction scores. A.W.: Overtime for us is usually the byproduct of inadequate staff- ing or management. We have seen how employee satisfaction can severely suffer when the workforce is being worn out from having to pick up extra shifts or stay later on the job. We have found on most occasions it is inadequate departmental leader- ship that is the root of the problem. So we spend a lot of time with managers training them on planning, employee relations and other management areas in an attempt to avoid costly overtime that then leads to employee dissatisfaction. Q: A recent study found the percentage of patients who would "defi nitely recommend" a hospital to their loved ones decreased 2 percent for every 10 percent of the nurses who expressed dissatisfaction with their jobs. How do you pro- actively manage staffi ng schedules and nurse workloads at your organization to help ensure nurse satisfaction? W.C.: In all honesty, we are in a bit of crisis management at this time. Like other hospitals and healthcare systems, we are researching and trying new practices on for size in an effort to become more proactive than reactive. We have implemented a shared governance structure in nursing to involve front-line staff in addressing and resolving clinical and staffi ng issues. C.D.: We actively engage the staff within their units to manage their own staffi ng and scheduling plan. Engaging staff in their work schedules isn't anything new within our organizations, but it is one way for staff members to participate and to manage their lives and schedules. We strive to strike the balance that allows our nurses to feel like productive members of their workforce as well as productive members within their communities and fami- lies. As leaders, we have embraced the use of lean management tools, especially use of daily metrics through staff huddles. Staff members are asked for improvement ideas and those ideas are implemented that day or week. A.W.: ECRMC has invested a lot of time, effort and resources into our central staffi ng offi ce (CSO) and our scheduling and HR systems. It's common sense that nurses and clinicians who are unhappy with our workplace — because of scheduling, pay, their manager or other issues — are far less likely to provide an extraor- dinary experience for our patients. What we try to communicate constantly is just how important it is to keep staffi ng consistent and fair. We also preach that staff scheduling is a collaborative effort from departmental staff and the CSO — a concept that is sometimes lost when you centralize your staffi ng efforts. Q: Looking forward, do you have any goals or benchmarks set to ensure improvement in your workforce management strategy? W.C.: Currently, we use Saratoga to look at human resource indicators such as turnover and we have system-wide goals to improve nurse and employee retention. We also conduct an en- gagement survey every other year and benchmark our results with others inside our industry. We are in our infancy of developing an approach to workforce planning and talent planning, including succession planning. Our challenges include competing priorities, human resource consulting capabilities and experience, as well as organizational change agility. C.D.: Within Baylor Scott & White Health's Central Division, we have two main goals that we're working toward right now: we're trying to maximize the use of our division's workforce metrics by using them in real-time and we're conducting an evaluation on our use of our staffi ng and scheduling system. We've had the schedul- ing system for roughly two years. We're conducting an evaluation to see what tactics we can implement to maximize our use of the software within the division. We also want to focus our attention on the management and use of travelers, premium pay practices, and ensuring we have a stellar recruitment strategy and retention plan. A.W.: We have many ratios and benchmarks we use to measure productivity, overtime usage, absenteeism and other workforce metrics. We are constantly preaching accountability with our de- partment managers so they will be more proactive in managing to these targets. ■ insights improve patient satisfaction. That sparks success. that score 9 or 10 on HCAHPS have an 80% patient return rate. 1 By matching patient to nurse skills and workload, you can increase quality of care and help improve patient That's how workforce management solutions help you connect productivity with care. apihealthcare.com/executives-talk-patient-satisfaction to see how our services help you spark success. Healthcare Corporation. All rights reserved. MANAGEMENT WORKFORCE MANAGEMENT

• Cover