Productivity Primer: A Practical Guide to Managing Productivity Targets

摘要

It is rare to find a meeting of imaging leaders during which some aspect of productivity or staffing models is not discussed. One only need browse the AHRA forums for a day or two to find at least one person reaching out around this topic. There is a dearth of literature from an economic perspective regarding this topic. "The number of micro-econometric studies of the productivity of healthcare delivery is small relative to the large and expanding role that the healthcare sector plays in the American economy." The safety impact of productivity-based staffing models has not been widely studied in imaging specifically, but extrapolating studies on nurse staffing shows a correlation between staffing levels and outcomes. There have also been links suggesting that increased staffing is actually positive for the bottom line due to the cost savings associated with increased safety and quality. A correlation between staffing ratios and burnout (along with increased mortality rates) has also been examined. One study showed a 23% increase in odds of burnout and a 15% increase in job dissatisfaction as a result of lower staffing ratios. Many hospital characteristics contribute to overall safety and quality, but staffing models have long been known to be a key contributor. Many of us are held to very strict and tight productivity metrics, and understanding and untangling these can be a challenge. There must also be a proficient understanding by our leads and supervisors who actually manage the daily staffing or, in some cases, compose the schedules. The purpose of this article is to provide a practical guide for leaders in understanding and managing their productivity standards.