Performance Management
Improving operational effectiveness and holding the gains can improve bottom line results - even in hospitals which have already installed productivity reporting and invested in programs like Six Sigma. RDA’s approach gets RESULTS! It enhances buy-in among first line managers, resolves cross-functional roadblocks and provides tools for pro-active management of variable workloads. Best of all gains are sustainable because management owns the program.
Does your hospital:
- Suffer large swings in volume (often within a single week)?
- Treat more than 25% of paid employees as “fixed”?
- Fear quality will suffer if labor costs are moderated?
- Spend more than 45% of net revenue on SWB (salaries, wages, contract labor and benefits)?
- Wait months for feedback on productivity performance (against benchmarks)?
- Depend primarily on incremental approaches to quality and productivity improvement?
Top performing clients have met these challenges; critical success factors included
- Create a consistent internal management process (vs. a consultant driven effort)
- Identify best practices and understand current roadblocks - then coach and mentor managers as they build phased action plans
- Gain managers’ confidence and commitment - listening, understanding and reflecting realities - before negotiating interim targets (without surrendering the long-term goal).
- Introduce effective tools and help managers gain confidence for forecasting, scheduling, and flex staffing; mobilize needed support from stakeholders not “controlled” by individual managers.
- Incorporate thoughtful behavior modification strategies and levers
- Innovate processes as well as promoting continuous improvement
Write us for a copy of “Mobilizing Performance Management Disciplines” - a CEO authored case study published in the Spring 2009 edition of HFMA’s Strategic Financial Planning publication (bob@4rda.com).