A hospital labor benchmarking analysis compares current staffing levels to optimum levels in our proprietary database. This involves review of actual and/or budgeted workload indicators (volume statistics) and labor resources for the current fiscal year. AMS recommends that this analysis include discussions with department managers regarding systems or staffing issues; but it is not required. This decision is based upon the culture of the organization and the intended use of the information. If the organization is looking to identify high level opportunities for more in-depth analysis, the department manager interviews are not required. If the organization is planning on taking action based upon the results, manager interviews increase the accuracy of the results and manager buy-in.
The typical workplan consists of:
- Meet with Senior Management: The project approach is reviewed and specific target areas are identified.
- Complete AMS Benchmarking Data Collection Form: Hospital provides actual and/or budgeted workload statistics, FTEs and worked and paid hours.
- Conduct on site interviews: These interviews include senior management and can include department managers (recommended).
- AMS Conducts Analysis: Department-specific data is compared to optimal ranges to identify variances.
- Review Preliminary Findings: Variances found are discussed and verified with senior management.
- Prepare and present report: A brief report outlining the results, focused on hospital productivity and FTEs is presented.
Typical initial implemented savings range from 2-4% of total labor expense. Additional labor savings can be achieved by a more detailed review of outlier cost centers through a department operational diagnostic, detailed department review, and/or workflow analysis.