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Again, not a lot of data points, but did confirm what I felt like our fill times were running. I am planning on keeping better track of the applicants, how many have the qualifications to really work in the medical situation we have here vs. not, often we only get new grads, which is not a complete disqualification, but obviously, they generally need much more support. It would be interesting to get a feel for how many applicants other entities average for a type of position.
1. Which data point seems trickiest to collect and analyze?
Since we have a very small staff, 3 midlevel providers and 3 medical assistants, most of the data is tricky since only 1 turnover has a huge impact on the numbers, but I am shifting gears to analyze number of visits, shift vs after hours, also breaking down the after hour visits by case difficulty, amount of time spent at night vs recovery time.2. What strategies is your team going to implement to incorporate this data effort into your retention planning?
Unfortunately, call during the tourist season has been and will continue to be a major stressor on both providers and medical support staff that is not going to go away since we continue to increase by at least 25% annually for the last several years. I am hoping to continue to look for ways to decrease the stress as well as present a clearer picture of what the demands of the job are.Thanks Allison,
I have not used the workforce data yet, but am interested is looking at it. I feel like I know the retention issues, number one being the call required and the complexities of the cases we see, 2 is the amount we can pay in comparison to the market place, here I am a victim of my own making. I advocated long and hard for competitive salaries when I was at NSHC, they took my advise finally and the other health corporations have for the most done the same, here in Skagway we cannot come close. We have done very well with benefits, but not every provider focuses on that, unless they have a family, so still trying to innovate in this area. I do try very hard to communicate regularly with staff collectively and individually on a regular basis, and have a pretty good feel for where everyone is at. The area of recruitment is an area to focus on and perhaps data can help here. Providers are generally quick to say they are fine in an environment like ours, but for those who have come and not worked out, typically I hear ” you were serious, I didn’t think it would be this intense”. So there are some initial thoughts, I will do some more thinking on it.
Thanks, ChrisI previously worked at Norton Sound Health Corporation based out of Nome, AK. It is a large system, 1 hospital, outpatient clinic and 15 village clinics with a brisk provider turnover and I can see where the data could be helpful. Now that I am at a single clinic with 5 medical staff employees, I am having a harder time applying data to this situation. In the 3 years I have been at Dahl Memorial, I have had 3 employees leave, but since I work with them every day, I know the reasons for each departure and none of them came as a surprise. I guess I am asking for help to see how a situation with much fewer data points will paint a better picture than working along side people daily.
Hello,
My name is Chris Hansen, I am the Medical Director for Dahl Memorial Clinic in Skagway, AK. We are an FQHC and the only medical facility in a town of approximately 500 full time residence, but are projected to receive 1.5 million visitors this summer. The nearest hospital is over 100 miles away and reachable only by air or sea, it can make for interesting staffing and retention issues.
The Municipality uses Abila. It is primarily payroll (also leave annual and sick), though it does show some other data start and termination dates