It's often easy for me to take for granted the insights I regularly receive from data. Whether that be from tracking a run with my Fitbit, looking at likes and views on social media, or using Google Maps to help me avoid traffic. Working for a company that has the word "Analytics” in its name means that I spend a lot of time in data, and working for a company as creative as Juice means I get the opportunity to truly enjoy navigating data as a visual experience.
I have mentioned our new product Blueprint a couple of times already, but I wanted to share some of the insights we've been finding in hospital and health system data and how that data affects internal decisions. According to a study from Becker’s Hospital Review, a hospital's workforce accounts for 54.2% of a hospital's overall operating costs. These people are a huge investment, and so the hospital needs to make sure that it's hiring and retaining the best people. It can be quite the undertaking to make sure that the Emergency Department has staff with enough experience to adequately do the job, or that hospital supervisors are retaining top talent.
As we have been digging into some of these different facilities' workforce data, we have started to come across varying insights that have turned out to be valuable to hospital leadership. For instance, Blueprint can show a Chief Operating Officer where she has the opportunity to consolidate. There are often multiple people who are spread out across a facility which could be consolidated into one or two units, reducing overhead. For a larger hospital system with multiple facilities, Blueprint can allow a leader to compare facilities across their enterprise. With this information they are able to compare by important metrics and ratios like staff-to-supervisor ratio, or staff to provider ratio across all their facilities.
Turnover, often a primary concern for HR, is another hot spot with which Blueprint helps provide insight. Recently, Blueprint was able to help a pilot customer that manages over 40 senior living communities locate the departments and managers with the most turnover. As we have continued to discuss Blueprint with HR leaders, they have expressed the need to be able to tie turnover to root causes like compensation or employee engagement. Since Blueprint is designed to take a large number of staff and find further subsets, it can act as a funnel to get you to the group of people you are looking to take action on. I was talking to an HR Director at a hospital yesterday who was saying that she has a hard time tracking the number of interns they have at any given time and what departments they are in. Using Blueprint, we were able to find that information within a matter of a couple of clicks.
By taking the HRIS data of a hospital and health system and categorizing it in a meaningful way, we feel as if we have stumbled onto something truly valuable. The finish line being helping hospitals and health systems build a successful Blueprint for their organization.
Want to know more about Blueprint and how it could help your organization? Drop us an email. We'd love to hear from you.