Arlene was scheduled to work a late shift but took her breaks later than scheduled, resulting in her being 24 minutes out of adherence. The author monitors real-time performance and made changes like moving breaks to accommodate increasing call volumes and improve service levels. They perform reviews of agents applying for promotions by compiling performance metrics over time.
ALLAH in the name of The Most Affectionate, the Merciful.
By the time of the beloved (Prophet).
Undoubtedly, man is necessarily in loss.
But those who believed and did good deeds and stressed one another to accept truth and counseled one another to be steadfast
ALLAH in the name of The Most Affectionate, the Merciful.
By the time of the beloved (Prophet).
Undoubtedly, man is necessarily in loss.
But those who believed and did good deeds and stressed one another to accept truth and counseled one another to be steadfast
Hiring Automation for Employers. Hiring Tools and Analytics to help reduce the amount of time it takes to get hired. This tool will reduce your hiring cost by 90%. This will give you the Automation Hiring Tools you need to see all of you perspective employees on the same screen. Be able to analyze all of your perspective employees to know what employee to hire within one hour.
Cost Classifications HCA270 Version 31Associate Level M.docxfaithxdunce63732
Cost Classifications
HCA/270 Version 3
1
Associate Level Material
Cost Classifications
Consult Ch. 6 & 7 of Health Care Finance and other sources to complete the form. This worksheet requires you to match the definitions and examples of types of cost, and the types of centers where costs occur.
Part 1: For each term in Column A, select the correct definition from Column B on the right. Write the corresponding letter of the definition next to the term.
Column A
1. Indirect costs
2. Direct costs
3. Fixed costs
4. Variable costs
5. Step-fixed costs
6. Responsibility centers
7. Revenue centers
8. Cost centers
9. Shadow cost centers
Column B – Definitions
A. Costs incurred directly as a result of providing a specific service or good
B. Centers charged with controlling costs and generate revenue
C. Have no revenue budget and no obligation to earn revenue
D. Costs that do not vary as service volume varies
E. Fixed over some range of service volume, but rise to a new level for a higher range of service volume
F. Costs that cannot be tied directly to the patient’s stay in the bed
G. Exist as budgets on paper only
H. The places where costs occur and have budgets
I. Costs that change as volume changes
Part II: For each real-world example, select the correct term from the list on the left. Write the corresponding letter of the real-world example next to the term.
Column A
1. Indirect costs
2. Direct costs
3. Fixed costs
4. Variable costs
5. Step-fixed costs
6. Responsibility centers
7. Revenue centers
8. Cost centers
9. Shadow cost centers
Column B – Real-World Examples
J. A subunit of a larger organization that is responsible for some type of budget, such as the payroll department or courier service
K. Shares of depreciation, administration division, or laundry service
L. Administration, human resources, or housekeeping
M. Utility bill, supplies, or maintenance
N. Nursing care, food consumed, drugs administered
O. Hospital cafeteria, gift shop, or parking ramp
P. Depreciation of hospital equipment
Q. Building loan payment, building insurance, or cable or internet service
R. The nurse-to-patient ratio on the cardiac unit is one to three patients. There are four nurses scheduled for 12 patients. During the second shift, three more patients are admitted. The nurse manager calls in a fifth nurse.
Part III: Selecttwo choices from Part II and explain why they meet that cost classification.
95
S t a ffing:
The Manager’s
Responsibili ty 9
C H A P T E R
STAFFING REQUIREMENTS
In most businesses, a position is filled if the employee
works five days a week, generally Monday through Friday.
But in health care, many positions must be filled, or cov-
ered, all seven days of the week. Furthermore, in most
businesses, a position is filled for that day if the employee
works an eight-hour day—from 9:00 to 5:00, for example.
But in health care, many positions must also be filled, or
covered, 24 hours a day. The patient.
Annualizing Staff HCA270 Version 31Associate Level Materi.docxrossskuddershamus
Annualizing Staff
HCA/270 Version 3
1
Associate Level Material
Annualizing Staff
Consult Ch. 9 of
Health Care Finance and other outside sources to complete the worksheet.
Part I: Taking information for the following scenario, complete the table accordingly by listing the number of days next to each category. Remember, a business year is divided into quarters. Therefore, when calculating a business year, you must divide the year into 52 weeks, which creates 13 months of 28 days, or 4 weeks. This translates into 4 quarters of 91 days, as there are 364 days in a business year.
You are the office manager for a site the physician group owns. You are working on the budget for next year. Your boss has asked you to annualize staff at both sites, because the second site’s office manager is on family leave. You agree to do both sites. To annualize the staffing, you must convert the staff’s net paid days worked to a factor.
Both offices are open and staffed 7 days a week, per the agreement with two managed care plans. The physicians’ group offers the following paid days for each full-time employee after 3 years of service: 8 holidays, 5 sick days, 15 vacation days, 3 personal holidays, and 3 education days. For FTEs over 1 year of service but less than 3 years, the physician group offers the following paid days: 8 holidays, 5 sick days, 7 vacation days, 2 personal holidays, and 1 education day.
Site 1: All employees have been employed for more than 3 years.
Site 2: All employees have been employed for less than 3 years, but more than 1 year.
Compute
net paid days worked for a full-time employee in the physicians’ group.
CATEGORY OF DAYS
NUMBER OF DAYS: Site 1
NUMBER OF DAYS: Site 2
Total days: business year
Less 2 days off per week
Number of paid days per year
Less paid days not worked:
Holidays
Personal holidays
Sick days
Education days
Vacation days
Total nonproductive days
Net productive days
Part II: Convert net paid days worked to a factor to annualize the staffing plan for the physician practice at both sites. Complete the following table by entering the annualizing equation to obtain the factor.
SITE
EQUATION
FACTOR
1
2
95
S t a ffing:
The Manager’s
Responsibili ty 9
C H A P T E R
STAFFING REQUIREMENTS
In most businesses, a position is filled if the employee
works five days a week, generally Monday through Friday.
But in health care, many positions must be filled, or cov-
ered, all seven days of the week. Furthermore, in most
businesses, a position is filled for that day if the employee
works an eight-hour day—from 9:00 to 5:00, for example.
But in health care, many positions must also be filled, or
covered, 24 hours a day. The patients need care on Sat-
urday and Sunday, as well as Monday through Friday, and
patients need care around the clock, 24 hours a day.
Thus, healthcare employees work in shifts. The shifts are
often eight-ho.
How to build a centralized healthcare call centerNisos Health
Read our views on how to build a centralized healthcare call center. This is how we have built, operated and transferred patient contact centers for our healthcare customers.
Assembling Your Staff
The practice of medicine is by far one of the most important fields in which people can work. Taking care of peoples health is such an important profession that it should have only employees who take pride in their job and want to come to work each week
Hiring Automation for Employers. Hiring Tools and Analytics to help reduce the amount of time it takes to get hired. This tool will reduce your hiring cost by 90%. This will give you the Automation Hiring Tools you need to see all of you perspective employees on the same screen. Be able to analyze all of your perspective employees to know what employee to hire within one hour.
Cost Classifications HCA270 Version 31Associate Level M.docxfaithxdunce63732
Cost Classifications
HCA/270 Version 3
1
Associate Level Material
Cost Classifications
Consult Ch. 6 & 7 of Health Care Finance and other sources to complete the form. This worksheet requires you to match the definitions and examples of types of cost, and the types of centers where costs occur.
Part 1: For each term in Column A, select the correct definition from Column B on the right. Write the corresponding letter of the definition next to the term.
Column A
1. Indirect costs
2. Direct costs
3. Fixed costs
4. Variable costs
5. Step-fixed costs
6. Responsibility centers
7. Revenue centers
8. Cost centers
9. Shadow cost centers
Column B – Definitions
A. Costs incurred directly as a result of providing a specific service or good
B. Centers charged with controlling costs and generate revenue
C. Have no revenue budget and no obligation to earn revenue
D. Costs that do not vary as service volume varies
E. Fixed over some range of service volume, but rise to a new level for a higher range of service volume
F. Costs that cannot be tied directly to the patient’s stay in the bed
G. Exist as budgets on paper only
H. The places where costs occur and have budgets
I. Costs that change as volume changes
Part II: For each real-world example, select the correct term from the list on the left. Write the corresponding letter of the real-world example next to the term.
Column A
1. Indirect costs
2. Direct costs
3. Fixed costs
4. Variable costs
5. Step-fixed costs
6. Responsibility centers
7. Revenue centers
8. Cost centers
9. Shadow cost centers
Column B – Real-World Examples
J. A subunit of a larger organization that is responsible for some type of budget, such as the payroll department or courier service
K. Shares of depreciation, administration division, or laundry service
L. Administration, human resources, or housekeeping
M. Utility bill, supplies, or maintenance
N. Nursing care, food consumed, drugs administered
O. Hospital cafeteria, gift shop, or parking ramp
P. Depreciation of hospital equipment
Q. Building loan payment, building insurance, or cable or internet service
R. The nurse-to-patient ratio on the cardiac unit is one to three patients. There are four nurses scheduled for 12 patients. During the second shift, three more patients are admitted. The nurse manager calls in a fifth nurse.
Part III: Selecttwo choices from Part II and explain why they meet that cost classification.
95
S t a ffing:
The Manager’s
Responsibili ty 9
C H A P T E R
STAFFING REQUIREMENTS
In most businesses, a position is filled if the employee
works five days a week, generally Monday through Friday.
But in health care, many positions must be filled, or cov-
ered, all seven days of the week. Furthermore, in most
businesses, a position is filled for that day if the employee
works an eight-hour day—from 9:00 to 5:00, for example.
But in health care, many positions must also be filled, or
covered, 24 hours a day. The patient.
Annualizing Staff HCA270 Version 31Associate Level Materi.docxrossskuddershamus
Annualizing Staff
HCA/270 Version 3
1
Associate Level Material
Annualizing Staff
Consult Ch. 9 of
Health Care Finance and other outside sources to complete the worksheet.
Part I: Taking information for the following scenario, complete the table accordingly by listing the number of days next to each category. Remember, a business year is divided into quarters. Therefore, when calculating a business year, you must divide the year into 52 weeks, which creates 13 months of 28 days, or 4 weeks. This translates into 4 quarters of 91 days, as there are 364 days in a business year.
You are the office manager for a site the physician group owns. You are working on the budget for next year. Your boss has asked you to annualize staff at both sites, because the second site’s office manager is on family leave. You agree to do both sites. To annualize the staffing, you must convert the staff’s net paid days worked to a factor.
Both offices are open and staffed 7 days a week, per the agreement with two managed care plans. The physicians’ group offers the following paid days for each full-time employee after 3 years of service: 8 holidays, 5 sick days, 15 vacation days, 3 personal holidays, and 3 education days. For FTEs over 1 year of service but less than 3 years, the physician group offers the following paid days: 8 holidays, 5 sick days, 7 vacation days, 2 personal holidays, and 1 education day.
Site 1: All employees have been employed for more than 3 years.
Site 2: All employees have been employed for less than 3 years, but more than 1 year.
Compute
net paid days worked for a full-time employee in the physicians’ group.
CATEGORY OF DAYS
NUMBER OF DAYS: Site 1
NUMBER OF DAYS: Site 2
Total days: business year
Less 2 days off per week
Number of paid days per year
Less paid days not worked:
Holidays
Personal holidays
Sick days
Education days
Vacation days
Total nonproductive days
Net productive days
Part II: Convert net paid days worked to a factor to annualize the staffing plan for the physician practice at both sites. Complete the following table by entering the annualizing equation to obtain the factor.
SITE
EQUATION
FACTOR
1
2
95
S t a ffing:
The Manager’s
Responsibili ty 9
C H A P T E R
STAFFING REQUIREMENTS
In most businesses, a position is filled if the employee
works five days a week, generally Monday through Friday.
But in health care, many positions must be filled, or cov-
ered, all seven days of the week. Furthermore, in most
businesses, a position is filled for that day if the employee
works an eight-hour day—from 9:00 to 5:00, for example.
But in health care, many positions must also be filled, or
covered, 24 hours a day. The patients need care on Sat-
urday and Sunday, as well as Monday through Friday, and
patients need care around the clock, 24 hours a day.
Thus, healthcare employees work in shifts. The shifts are
often eight-ho.
How to build a centralized healthcare call centerNisos Health
Read our views on how to build a centralized healthcare call center. This is how we have built, operated and transferred patient contact centers for our healthcare customers.
Assembling Your Staff
The practice of medicine is by far one of the most important fields in which people can work. Taking care of peoples health is such an important profession that it should have only employees who take pride in their job and want to come to work each week
1. Non adherence – Out of line example
I deal with out of line (non-adherence) situations daily. In the above screen print, we can see that Arlene was scheduled to work
the late shift. The working hours for the late shift is 09:30am to 19:30pm. Arlene’s first tea break was scheduled from 10:45am –
11:00am, her lunch was scheduled from 14:15pm – 14:45pm and her second tea was scheduled from 16:15pm – 16:30pm.
The above report shows that Arlene is out of adherence and she only achieved 92.67% for the day. By looking at this report, we
are able to establish exactly why Arlene was out of adherence. Lets have a look at Arlene’s real time activity.
In the above screen print, we can see Arlene’s actual activity for Friday. Arlene took her first tea 3 minutes late, she took her lunch
15 minutes late and she took her second tea 4 minutes late. In total, this caused Arlene to be 24 minutes out of adherence on her
breaks only. In cases like these, I will schedule coaching sessions with the agents to explain to them the importance of adhering to
their schedule. I will also find out why the agent has trouble adhering and provide advice or feedback where applicable.
2. Impact on service levels and recommended changes in real time
The above is an example of Friday, 26 June 2015, between 09:15am and 10:30am. I noticed that our service levels
decreased and our call volumes increased while I was watching the real time viewer. When I took a closer look, I picked up
that the calls coming through our Accounts queue has increased significantly. I informed our head of department and I
immediately made changes to our scheduling by moving the tea’s and lunch breaks to a later time to accommodate for the
call volumes. By doing this our service levels started increasing again as we had enough staff to handle the call volumes.
In the screen print above, you can see the improvement in the service levels after the necessary changes were made to the tea
and lunch breaks.
3. Performance review across skill sets
We have two teams in the contact centre, inbound and outbound.
When an inbound agent applies for a position in our outbound section they are assessed based on skills and performance.
I had to do a performance review on 6 different agents who have applied for a position in our technical outbound group (this
would be seen as a promotion). I gathered all of the reports and information required to complete this task for example, I
calculated all their adherence to schedule averages, quality assurance averages, their absenteeism percentages over the last two
years, their incoming call averages and the averages of their ratings on after call service. I also pulled 2 technical calls per agent in
order to establish if the agents are competent and well trained. Once I compiled all of the information I then presented my findings
to the technical outbound supervisor who then used that information together with their interview transcripts to recruit the right
candidate with the necessary skill set for the position.
4. Accurately captured exceptions
Because our call centre works staggered shifts, weekends and public holidays, I have to capture exceptions on our
telephone communication system regularly and accurately, to ensure that the calls are routed through to the call centre
at the correct times and days. I will program our weekdays from 07:30am to 19:30pm, our Saturdays from 08:00am to
15:00pm, Sundays and public holidays from 09:00am to 13:00pm. Our business is open right through the year therefore
we do not exclude any days from our calendar.
5. Accurately captured real time reporting
Our work force management system records all of the information reflecting on our telecommunications system, as they are
integrated. Although I watch our real time viewer most of my day, I can immediately provide answers on real time activities such as
fluctuating service levels, call volumes and agent activity. I capture all this information on a report daily. By doing this, it allows me to
establish increases in call volumes and variations on service levels to better plan my forecasting for the next day.
6. Produced accurate daily Workforce Management performance reports
I’ve created an excel spreadsheet and I use this to capture all of the previous day’s figures, for example, absenteeism,
contacts forecasted and actual received contacts, the variance, the forecasted and actual service level totals as well as the
adherence to schedule pre and post adjusted, average handling time, occupancy and the average utilisation. I pull most of
this information from our workforce management program and the information on our absenteeism, I get from my daily
absenteeism report. I e-mail this report to all our supervisors and managers daily.
7. Daily and weekly absenteeism reports
At the moment I am in charge of managing all absenteeism records and I also sign off on all leave. I have created two absenteeism
reports, one which I update on a daily basis and the other one that I report on, is a monthly report for the absenteeism by team. I
capture all absenteeism daily as this helps me with my workforce management planning and scheduling. It also helps me to pick up
absenteeism trends. I would create graphs based on the information inserted in my reports to show trends by team; this way we would
also be able to address the team with the highest absenteeism percentage for the month, both of these reports are sent to the
managers at the end of every month.
8. Adjusted real time to accommodate extra time
On certain days of the week our agents have to have coaching sessions and training sessions with their respective supervisors. I
will schedule coaching and training sessions on that day as it happens in real time. I take all things into consideration when I do
these changes, for example, absenteeism, pre-approved leave, shifts, service levels and call volumes.
10. ACD – Automatic Call Distribution
SLA – Service Level Agreement
AHT – Average Handling Time
IVR – Interactive Voice Response
ASA – Average Speed of Answer
AWT – Average Wait time
UIA – User Involvement Average
DEFINITIONS