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    Hawkesbury General Hospital

    Workforce Analytics: Diagnostic Assessment

    May 15, 2009

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    TABLE OF CONTENTS

    1 SUMMARY 3

    2 EXCESS LABOR COST 4

    2.1 OVERTIME 42.1.1 TRENDHOURS PEREMPLOYEE, PERINVOLVED 42.1.2 TRENDMONTHLYCONTRIBUTION TO TOTAL OTHOURS 52.1.3 OUTLIERS 62.1.4 CORRELATION OF OVERTIME TO OTHERMETRICS 72.2 TIME PAID NOT WORKED (ROUNDING RULES) 82.2.1 TRENDTIME PAID NOT WORKED (SPLIT BY IN/OUT PUNCHES) 82.2.2 OUTLIERS 9

    3 WORKFORCE ANALYTICS PLATFORM 10

    4 ASSUMPTIONS

    5 APPENDIX ATIME PAID NOT WORKED OUTLIERS 12

    6 APPENDIX BPAY CATEGORY MAPPING

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    1 SUMMARYOverall, the Hawkesbury General Hospital (HGH) has the potential to save $197,251 (annual,

    based on April 1, 2008 March 31, 2009).

    Kronos used Workforce Analytics, its proprietary labor analytics solution to prepare this diagnosticassessment. In general, labor analytic measures and KPIs provide micro-level visibility into the trends,drivers and outliers that create excess labor cost and lost productivity. In addition, Workforce Analyticsprovides: organizations with the ability to hold supervisors and employees accountable, managers withactionable information and data to support process improvements, and the corporation the ability tocontrol costs.

    Below is a summary of potential cost savings for HGH:

    $142,188 if overtime costs for outlier occupations are brought in line with company averageOvertime Hours as % of Total Paid Hours. $55,333 if rounding rule abuse is addressed.

    Both of these are expanded on in detail in the sections that follow.

    The cost savings analysis was based on wages for limited Occupation Types; overtime assumed to be 1.5

    times average regular for the purposes of the cost analysis included in this document.

    NOTE: The analysis contained in this document is meant solely to identify potential areas for costreduction. Kronos does not guarantee any labor cost reductions by delivering this document;

    savings may only result from actions taken by HGH. This assessment is blind to quality of careconsiderations that may impact HGHs ability to optimize labor scheduling and utilization.

    Cost-based measures are available in Workforce Analytics when wages are stored in WFC; useraccess to wages in WFC may be controlled by the Wage Access Profile Switch, i.e. the datacould be stored in WFC without anyone having access to it in WFC, access would only be formanagers with access to Analytics.

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    2 EXCESS LABOR COSTIn the Workforce Analytics platform, excess labor cost is comprised of several metric categories, including (but nTime Paid Not Worked (i.e. rounding rule abuse).

    2.1 OVERTIME2.1.1 TRENDHOURS PEREMPLOYEE, PERINVOLVEDThis Overtime Hours trend allows for very high-level comparison across the total organization; Workforce Analytic

    filter results by any Labor Level and/or Employee.

    The graph above shows that for employees who incurred overtime, a high was reached in August 2008, when 13.Involved (number of OT hours / number of employees who incurred overtime). Lower per Involved value means incurring the overtime (hours are distributed across more employees). The next section shows that total Overtimyear over year 24-month period.

    11.8410.29

    11.09 11.27

    13.29

    10.80 10.369.72 9.33 9.41

    02468

    1012

    14

    April May June July August September October November December January

    2008

    OT Hours per Employee, per Involved

    Hours Hours per Employee Hours per Involved

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    2.1.2 TRENDMONTHLYCONTRIBUTION TO TOTAL OTHOURSThis trend shows that Overtime has been steadily increasing at HGH, with significant peaks in March and August o2590.60 hours respectively.

    Considering this in context of the previous section: there are more total hours (upward trend) being distribnumber of employees incurring the overtime.

    This leads to the following questions for further consideration:

    Are there opportunities to replace overtime labor with regular labor? Does staffing need to be increased? Are there outside factors, e.g. closing of surrounding/competitive facilities that have contributed to influx

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    Overtime Hours: Trend

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    2.1.3 OUTLIERSHGH provided regular wage rate for select, non-salaried Occupation Types. Those occupations wereevaluated, and the following outliers are performing above the company average of 2.71% OvertimeHours as Percent of Paid Hours.

    Occupation Type Overtime HRS as a %of Worked HRS

    Overtime HRS as a %of Paid HRS

    Commis Clinique Consultant 7.79% 6.35%

    Orderly 5.55% 5.42%

    Reg Nurse 5.94% 5.11%

    RPN 4.94% 4.39%

    Senior Tech Ultrasound 5.41% 4.05%

    Senior Tech 4.25% 3.61%

    Security Guard with HOOPP - 1 yr plus 3.63% 3.58%

    Porter 3.17% 2.93%

    If overtime for these outliers is brought in line with average, i.e. reduced to 2.71%, HGH has the

    potential to save $142,187.60, based on April 1, 2008 March 31, 2009 data. This equates toreducing Overtime by 9179.95 hours, to be replaced by Regular hours.

    NOTE: Average regular wage per occupation x 1.5 = average OT wage per occupation. This costsavings example is based on wage information for a limited number of occupations; actualsavings may be greater (i.e. if there are additional outliers exceeding 2.71% overtimeperformance for which cost information was not available at time of this analysis).

    Another way to look at Outliers is by organization breakout, where the following 2 organizationssignificantly exceeded the company average 2.71% Overtime Hours as Percent of Paid Hours for the April1, 2008 March 31, 2009 time frame:

    Organization

    Overtime HRS as a %

    of Worked HRS

    Overtime HRS as a %

    of Paid HRS

    Hawkesbury General Hospital 3.19% 2.71%

    Ambulatory Services 5.41% 4.76%Nursing In-Patient Services 5.18% 4.40%Diagnostic & Therapeutic Services 1.32% 1.08%Administration & Support Services 1.16% 0.98%Community Services 0.30% 0.23%Mental Health Services 0.25% 0.22%Marketing Services 0.19% 0.17%In Service 0.04% 0.04%

    NOTE: This outlier information (section 2.1.3) was analyzed on the 12 months from April 1, 2008 March 31, 2009.

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    2.1.4 CORRELATION OF OVERTIME TO OTHERMETRICSLastly, Overtime may be taken in the context of other metrics. The following shows a trend of Overtime vs. Unexwords: Scheduled Not Worked / non-approved absences.

    As is clearly demonstrated, the increasing trend in overtime is paralleled by the increasing trend in Unexcused Abs

    NOTE: The accuracy of the Absenteeism category is dependent on schedules, which were present in the HGH da

    Absenteeism (displayed above), Excused Absenteeism requires manager approval of the exception (in Wo

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    All Paid OT All Absenteeism - Unexcused Absen

    Linear (All Paid OT) Linear (All Absenteeism - Unexcused

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    2.2 TIME PAID NOT WORKED (ROUNDING RULES)Good news HGH is benefiting significantly and consistently from the current rounding ruleconfiguration, a negative differential is benefit to the organization (positive would be benefit to theemployee).

    All occupations were included in the Rounding Rule differential hour analysis above.

    2.2.1 TRENDTIME PAID NOT WORKED (SPLIT BY IN/OUT PUNCHES)Regardless of the observation in the preceding section, the 12-month trend below shows that there issignificantly more abuse on the out punch. Thought of in a business context, this is perhaps people

    leaving early knowing that the out punch on their time card is rounded forward.

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    2007 2008 2009

    Rounding Rule: Differential Hours

    55.58 53.02 46.27 40.60 38.38 43.02 55.57 42.28 63.07 60.10 41.73 41.97

    209.73 241.35 212.88183.48 169.42 172.43

    177.68152.28

    171.35 178.98

    144.37 163.57

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    2.2.2 OUTLIERSThe average Time Paid Not Worked at HGH is 0.36%. If eliminated altogether (not just those

    exceeding the average), HGH has the potential to save $55,333.20 (based on 12 months fromApril 1, 2008 March 31, 2009).

    The occupations that exceed the average are listed below (see Appendix A for full list):

    Occupation Type Time Paid Not Worked HRS as a % of Worked HRS

    Occupational Health Nurse 1.20%

    Social Worker MSW 0.90%

    Security Guard with HOOPP - 1 yr plus 0.75%

    Infection Control Nurse Counsellor 0.62%

    Tech Assist 2 Physio 0.60%

    Junior Clerk 2 0.58%

    Commis Clinique Consultant 0.49%

    RN2 Psychiatric Nurse Counsel 0.48%Commis Multi-Disciplinaire 0.47%

    Housekeeping Aide 0.45%

    Speech Therapist Rehab PGM 0.41%

    Junior Clerk 1 0.39%

    Secretary 0.39%

    General Maintenance Class B 0.38%

    The organizations that exceed the average are highlighted in red below:

    Organization Map Time Paid Not Worked HRS as a % of Worked HRS

    Hawkesbury General Hospital 0.36%

    Administration & Support Services 0.61%

    Community Services 0.47%

    Community & Social Services 0.44%

    Ambulatory Services 0.42%

    In Service 0.29%

    Mental Health Services 0.27%

    French & English Services 0.24%

    Diagnostic & Therapeutic Services 0.22%Nursing In-Patient Services 0.19%

    Marketing Services 0.11%

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    3 WORKFORCE ANALYTICS PLATFORMVisibility to value: See workforce impact on business results

    Workforce Analytics gives you a quick and easy view of workforce performance enterprise-wide toindividual contributor.

    These web-based, on-demand views show how your labor force is aligning with company-specific orindustry best-practice key performance indicators (KPIs); indicators show you when these benchmarkshave been exceeded. Dashboards display valuable information, such as manager-performance

    scorecards, time-period or individual-performance-to-group comparisons, and cost-saving correlations for example, determining if a rise in unplanned overtime is resulting from an increase in unexcusedabsences or if overtime is rising and falling with volume levels.

    Meaningful insight to improve and maximize workday return

    Now that you have the visibility into your workforce and have determined where you need to focus, youcan start asking questions to determine why these labor performance issues, like excessive overtime or

    unexpected absenteeism, are happening the key to maximizing your workday return. By isolatingthese past performance concerns and quickly course-correcting, you can more readily align workforceperformance to expected business results. And by identifying trends and distinguishing one-timeoccurrences from recurring events, you can better schedule and plan for situations such as increased

    volume or sporadic holiday attendance.

    The control factor: React responsibly to workforce performance

    Without the actionable data and clear insight provided by Workforce Analytics, your managers mightnot have sufficient visibility into labor performance results, leaving them unable to see potential areas of

    improvement. By being able to see into labor variances, your managers become empowered to makecorrections to help ensure expected outcomes. Along with this empowerment comes accountability. Withthe visibility gained and questions answered, managers can now be expected to control results within

    expected targets. Improved workforce performance results, whether they be reduced labor costs or

    increased productivity, are now within their control.

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    4 ASSUMPTIONS1. HGHs fiscal calendar was not mapped for the purposes of this Diagnostic Assessment; all dates

    are reflective of the standard calendar.

    2. All time & attendance data is recorded in Workforce Central (WFC) at HGH; there are nooutside sources of additional time & attendance data.

    3. Wage information is based on the outside list that HGH provided to Kronos for the purposes ofthis assessment; wage information was not available in WFC.

    NOTE: Cost-based measures are available in Workforce Analytics when wages are stored in

    WFC; user access to wages in WFC may be controlled by the Wage Access ProfileSwitch, i.e. the data could be stored in WFC without anyone having access to it in WFC,access would only be for managers with access to Analytics.

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    5 APPENDIX ATIME PAID NOT WORKED OUTLIERSOccupation Type Time paid not worked hours as a % of worked hours

    Occupational Health Nurse 1.20%

    Social Worker MSW 0.90%

    Security Guard with HOOPP - 1 yr plus 0.75%

    Infection Control Nurse Counsellor 0.62%

    Tech Assist 2 Physio 0.60%

    Junior Clerk 2 0.58%

    Commis Clinique Consultant 0.49%

    RN2 Psychiatric Nurse Counsel 0.48%

    Commis Multi-Disciplinaire 0.47%

    Housekeeping Aide 0.45%

    Speech Therapist Rehab PGM 0.41%

    Junior Clerk 1 0.39%

    Secretary 0.39%

    General Maintenance Class B 0.38%

    Senior Tech Ultrasound 0.36%

    Storekeeper 0.35%

    Medical Secretary 0.33%

    Tech 2-phlebotomiste 0.32%

    Reg Nurse 0.29%

    Ultrasound - Registerd Technologist 0.28%

    Orderly 0.27%

    RPN 0.21%Tech 4 EMG 0.21%

    Geriatric and Clinical Nurse 0.20%

    Tech 4 cardio pulmonaire 0.20%

    Security Guard - 1 yr plus 0.20%

    Intermediate Clerk 0.20%

    Security Guard - 1 yr less 0.19%

    Commis Services Mdicaux 0.18%

    Ward Clerk RPN 0.18%

    Security Guard 0.18%

    Dietary Aide 0.18%RN-Diabetic Counsel - conseillere 0.17%

    Nurse Pract Clinic Stro 0.17%

    Pain Mgment Nur Coun 0.15%

    Senior Tech 0.15%

    Physiotherapist 0.12%

    Ward Clerk Orderly 0.12%

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    Occupation Type Time paid not worked hours as a % of worked hours

    Charge Tech Lab 0.11%

    Porter 0.11%

    General Maintenance TL 0.10%

    Psychometrician 0.09%

    Payroll Clerk 0.08%

    Kinesiologist 0.07%

    Ward Clerk 0.06%

    Pharmacist 0.05%

    Health Records Adm 0.05%

    Occupational Therapist 0.05%

    Tech 3 Physio 0.03%

    Social Worker BSW 0.03%

    Dietician 0.02%

    Tech 3 OT

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    6 APPENDIX BPAY CATEGORY MAPPINGThe following list is how the HGH pay codes were mapped for the purposes of this assessment; this maynot be the final mapping used during an implementation phase. Clients are required to approve thismapping when the product is implemented.

    Pay Category Pay Code Name Core Hours?

    Non Productive ACRB No

    Non Productive ACRB-Flextime No

    Non Productive ACRP Yes

    Non Productive ACRP-Flextime Yes

    Non Productive Bereav.Leave Yes

    Non Productive Consecutive Sick Yes

    Non Productive Convention Yes

    Non Productive External Activity Yes

    Non Productive External Activity-Flextime Yes

    Non Productive Flextime banked No

    Non Productive Flextime overlimit No

    Non Productive Flextime used Yes

    Non Productive Holiday On Call Yes

    Non Productive JuryDuty Yes

    Non Productive LTD Yes

    Non Productive Meal Allowance Yes

    Non Productive On Call Yes

    Non Productive On Call Clinical Yes

    Non Productive On Call MIS Yes

    Non Productive ONA+Meal Yes

    Non Productive ONA+Meal +Resp Yes

    Non Productive OT Bank Taken YesNon Productive Paid Exam Yes

    Non Productive Paid Union Leave by Admin. - PUA Yes

    Non Productive Paid Union Leave by Union - PUU Yes

    Non Productive PDVAC PT Yes

    Non Productive Responsibility No

    Non Productive Responsibility CSBP No

    Non Productive Responsibility Diabetic Clinic No

    Non Productive Rlf-OTBankTaken Yes

    Non Productive Rlf-Time Taken Yes

    Non Productive SICK Yes

    Non Productive STSUP No

    Non Productive Vac YesNon Productive WCB DayInjury Yes

    Non Productive WCB FollDay Yes

    Other Con Unpd Leave - Flextime Yes

    Other Con UnpdSick - Flextime Yes

    Other Consecutive Unpd Leave Yes

    Other Consecutive UnpdSick Yes

    Other do not used No

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    Pay Category Pay Code Name Core Hours?

    Other Lead Hand No

    Other OT reason No

    Other OT-DEVMIS No

    Other Other reason No

    Other PRE-SCHED UNPD LEAVE YesOther PUU Non Scheduled Yes

    Other PWB No

    Other Rlf-Adj Yes

    Other SHIFT SWAP Yes

    Other ShiftSwap Yes

    Other SV -RL2 No

    Other SV-EVG No

    Other SV-NIT No

    Other SV-OBB No

    Other SV-OBC No

    Other SV-OBS No

    Other SV-REG No

    Other SV-RL3 No

    Other SV-RL4 No

    Other SV-WND No

    Other Temps repris No

    Other To Be Approved No

    Other To Be Approved - Flextime No

    Other Unpd Leave Yes

    Other Unpd Leave-Flextime Yes

    Other Unpd VAC Yes

    Other Unpd WCB Yes

    Other UnpdSick YesOther UnpdSick-Flextime Yes

    Other UnpdUnion Yes

    Other UPVACPT Yes

    Overtime 1.0 OT Yes

    Overtime 1.0 OTBK Yes

    Overtime 1.5 OT Yes

    Overtime 1.5 OTBK Yes

    Overtime 1.5 Rlf-Sick Yes

    Overtime 1.5 Rlf-VAC Yes

    Overtime 2.0 OT Yes

    Overtime 2.0 OTBK Yes

    Overtime Rlf-OT 1.5 YesOvertime Rlf-OT BK x1 Yes

    Overtime Rlf-OT BK x1.5 Yes

    Overtime Rlf-OT BK x2 Yes

    Overtime Rlf-OT Sick Yes

    Overtime Rlf-OT Vac Yes

    Regular ACCP Yes

    Regular ACCT Yes

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    Pay Category Pay Code Name Core Hours?

    Regular AMB Yes

    Regular Bnvole BOUTIQUE No

    Regular Bnvole CLRICAL No

    Regular Bnvole DIVERS No

    Regular Bnvole TUDIANTS NoRegular Bnvole PASTORALE No

    Regular Bnvole SERVICE AUX PATIENTS No

    Regular Bnvole SOINS PALIATIFS No

    Regular BK WKND Yes

    Regular BK-CallBack Yes

    Regular Com.Act. Yes

    Regular Com.Work Yes

    Regular Com.Work-Flextime Yes

    Regular CovVacShift Yes

    Regular DEV MIS Yes

    Regular Evening Yes

    Regular Evening - Night Yes

    Regular EXTRA SHIFT Yes

    Regular ExtraHrs Yes

    Regular MOD Work Yes

    Regular Night Yes

    Regular PdCallBK Yes

    Regular PdLvUnionAct-Flextime Yes

    Regular PdUnionLv-Flextime Yes

    Regular REG WKDN Yes

    Regular Regular Yes

    Regular Rlf-Bereavement Yes

    Regular Rlf-Call Back YesRegular Rlf-ComAct Yes

    Regular Rlf-ComWork Yes

    Regular Rlf-Conv. Yes

    Regular Rlf-Educ Yes

    Regular Rlf-JuryDuty Yes

    Regular Rlf-Leave Yes

    Regular Rlf-Move Yes

    Regular Rlf-Oncall Yes

    Regular Rlf-Other Yes

    Regular Rlf-SICK Yes

    Regular Rlf-Stat Yes

    Regular Rlf-SWAP YesRegular Rlf-UnionAct Yes

    Regular Rlf-Unpd Leave Yes

    Regular Rlf-UnpdSick Yes

    Regular Rlf-UnpdUnionAct Yes

    Regular Rlf-UnpdVac Yes

    Regular Rlf-VAC Yes

    Regular Rlf-Workload Yes

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    Pay Category Pay Code Name Core Hours?

    Regular STAT Yes

    Regular Student Supervision Yes

    Regular UnionSick-On job Yes

    Regular Weekend Yes

    Regular WK-Stat YesRegular Work @ Home Yes

    Training Education Yes

    Training Education-Flextime Yes

    Training Orientation Yes

    Training Rlf-Orientation Yes

    Training Rlf-TRN Yes

    Training TEACH Yes

    Training Training Yes

    Training Training-Flextime Yes