Among healthcare talent, demand for flexible workforce solutions is at an all-time high. At the same time, health systems nationwide are seeking financial stability by reducing expensive forms of staffing like overtime premium pay and contingent labor.
During a Becker's Healthcare podcast, two experts from AMN Healthcare — Liz Cunningham, Vice President, Digital Solutions, and Holly Holz, Vice President, Strategic Operations — discussed how organizations are using advanced analytics and integrated technology solutions to build a more flexible workforce that generates staff satisfaction and reduces costs:
Four key takeaways were:
- Identifying the right workforce mix is a strategic imperative for health systems. The first step is to analyze three types of data: how organizations are using current staff, how they are meeting patient needs and fulfilling patient demand, and the financial picture by type of staff.
Next, health systems must look at the optimal staff mix. "Once you have the vision, it's about developing a plan to move the resource mix in that direction and designing hiring plans," Ms. Holz said. "You must determine what flexible forms of resources you need, as well as how much contingent labor. It's key to have a partner to help develop strategies and solutions." - Internal float pools and agencies are an attractive alternative to contract labor. Internal float pool clinicians can be deployed to units within days or even hours before the start of a shift. These pools often consist of RNs, certified nursing assistants and techs. They may be a mix of full-time, part-time or PRN staff, and are typically hired as health system employees.
Internal agency clinicians commit to a short-term contract — usually from 8 to 12 weeks. They may float to the highest-need areas or get assigned to a specific unit. Internal agency clinicians are oftentimes current employees that health systems tap into before leveraging contingent resources.
"These flexible solutions will continue to evolve as a way to keep talent in a creative way, incentivizing them to stay with the organization," Ms. Holz said. - Technology is essential for tech-first internal agency and float pools. When it comes to technology partners, health systems must evaluate their data and analytics solutions, including ongoing assessment and predictive analytics around the future. Once organizations have developed a staffing plan and attracted their internal resources, whether through internal float pools or internal agency assignments, they can offer shifts to individuals.
"Many technology capabilities focus on candidate self-service and matching," Ms. Cunningham said. "That's a critical unlock that float pool candidates and clinicians are looking for."
Staffing technology also must be integrated into the broader healthcare IT ecosystem, such as badging, time entry systems, the EMR, pharmacy codes and more. - Health systems recognize significant cost savings by deploying the right workforce strategies. On average, organizations working with AMN Healthcare have saved 4-7% of labor costs and reduced overtime from 15-6% of total hours.
By using flexible staffing strategies, one organization increased its float pool by 46%, which drove down other expensive labor categories like overtime, premium pay and contract labor. "Another health system reduced its incentive pay by $1 million in the first year," Ms. Holz said.
Flexible staffing solutions are all about having the right people, at the right place, at the right time. "You must build tomorrow's workforce with a repeatable, sustainable approach," Ms. Holz said. "You also need the right technologies in place to attract clinicians that will view your organization as the employer of choice."