888.338.6148
info@avantas.com
Facebook
Twitter
LinkedIn
Instagram
AvantasAvantas
  • Home
  • About Us
    • Our Leadership
    • Avantas Careers
  • Workforce Management Suite
    • Healthcare Predictive Analytics
    • Healthcare Operational Guidance
    • Healthcare Scheduling Software
    • Accelerated Recovery Solutions
  • Resources
    • News Releases & Stories
    • White Papers & Research
    • Client Stories
    • Blog: Healthcare Working Smarter
  • Contact Us

Why Managers Should be Leading with Empathy

11/01/2019admin

November 1, 2019 – No matter the industry, staffing and scheduling can be a point of contention for both managers and staff. Without the assistance of any tools, scheduling staff takes a lot of time and guesswork, and can leave staff dissatisfied if they perceive it to be unfair. Staffing and scheduling can benefit immensely from machine learning, analytics, and automation, but approaching it with empathy is essential if you want improvements that will stick and employees who are motivated and engaged.

Let’s walk through an example of how leading with empathy instead of just looking at data can make all the difference.

The amount of time staff spend on the clock before or after a scheduled shift — referred to as incidental worked time (IWT) in hospitals — is an important metric to monitor. Because there are clinical justifications that cause IWT, such as staying a little later to ensure a smooth shift transition for a high-acuity patient, most provider organizations have a reasonable tolerance level. However, according to research conducted by Avantas, these situations make up about 40% of all IWT occurrences, leaving more than half of them deemed unnecessary and preventable.

What may be surprising to staff and managers is that a few minutes of extra time a staff member spends on the clock can aggregate to hours at the organizational level, potentially meaning thousands of dollars being spent on preventable IWT occurrences each pay period.

A department leader can use analytics to monitor how much IWT is occurring in a particular department and determine if it needs to be reduced. The leader can go to the unit manager and tell him or her their staff needs to be in and out on time, without considering the underlying causes. This type of approach will likely not do anything to lower incidences of IWT.

Click here to keep reading at The Staffing Stream.

Previous post Staffing for Patient Safety Next post Workforce Optimization is more than Cost Savings and Efficiencies; It’s Got Heart

Related Articles

Rethinking Labor Management, part 2: Process and Culture

11/27/2013admin

With Safety, There IS an “I” in Team – Individual Accountability

05/13/2016admin

Enforcing Staffing Policies and Why It’s Necessary

12/01/2017admin

Archives

Tags

ACOs ADVANCE for Nurses American Nurses Association American Nurses Foundation analytics Ballad Health Becker's Hospital Review business intelligence centralized resource management change management CHI Health contingency staff core staff culture Electronic Health Reporter floating float pool FTE leakage Healthcare Informatics Healthcare Scheduling Software Health Management Technology HFMA HIMSS HR Technologist Huffington Post incidental worked time Medical Practice Insider MGMA Mountain States Health Alliance Nurse Scheduling Software nursing shortage open shift management overtime Penn State Health predictive analytics predictive modeling Presentations Smart Square staff satisfaction The Staffing Stream training magazine turnover University of Kansas Hospital variable staffing model workforce analytics
  • Site Map
  • Privacy Statement
  • Ad and Cookie Policy
  • Terms of Use
©2020 Avantas, LLC. All rights reserved. | 2121 N 117th Avenue #300 Omaha NE 68164 | 888.338.6148