Forecasting

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Shape a plan for current and future operational requirements by analyzing organizational structure and policies, operational variables, and staffing data.

Element

Description

Software Considerations

Implications

Core component of the workforce management process at an organizational level.

Components, generic process, examples, considerations, dependencies.

When evaluating workforce management to support this phase, check for:

Contributor < - - - - - > Process Driver

Establish workforce vision

Establish evidence-based shared vision for staffing & desired outcomes. At the core of any workforce management forecasting/budgeting/planning process should be a patient-centric vision including the care delivery model and an understanding of standardized versus unit-level staffing policies 

Alignment of vendor philosophy to organization goals of workforce management

Project staffing needs

Collaborate with financial team to project census/volume predictions for fiscal year that includes growth and decreases by service line and strategic initiatives and allocate them to the unit/department level

Integration with financial planning software

Set staffing levels

Identify minimum and maximum staffing levels and required staffing by unit/department using desired HPPD and acuity benchmarks

Fields and process to record min and max levels and integrate HPPD and acuity benchmarking

Determine skill mix

Calculate coverage needs by skill and credentials based on care delivery model

Integration to human capital system
Care delivery method match
Algorithms to support skill mix mapping

Check for adequate coverage

Ensure adequate flex for on-boarding/turnover, sick/vacation coverage – adjust upward for overtime and/or agency traveler use. Creating a reasonable budget number that takes all factors into account is crucial to success

 

Algorithms to support calculation
Integration to Time & Attendance system

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