HRO Today July/August 2014 - 11

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will be able to flex up and down.
Today, employees are considered a fixed cost. Whether
I have three patients (customers) or 10 in a unit, I
still have all my staff coming in at the same time. We
are looking at other industries for best practices on
scheduling appropriately. How do we make sure that
we're delivering the services most effectively with the
right number of staff?
HROT: How has technology played a role in the
healthcare industry?
JC: Today, in most hospitals, you can find an online
calculator that can tell you the approximate costs
of treatment, like having a knee replaced. Plus
appointments can be scheduled online, and medical
records can be accessed with the click of a button. So
technology really has allowed the healthcare industry
to catch up to the same level of technology and services
that consumers are accustomed to.
Technology also has advanced treatments. We're
starting to move almost everything that we can
outside of our acute care settings into the ambulatory
world. Our biggest challenge today is most healthcare
professionals are brought up in the acute care
world, but we've seen a 6 to 8 percent shift into the
ambulatory world. This translates into thousands of
positions moving into the ambulatory side.
As we move away from the acute care setting, we're
looking for accountability in the ambulatory world,
and technology enables us to make sure that the care
is effective and efficient, and all details are delivered
electronically.
HROT: So given all these trends in the healthcare
market, how do you, from the people strategy of the
business, stay ahead?
JC: Everybody's looking for case managers because
we're moving from acute care to ambulatory care, and
there are not enough out there. So we have to train our
own through our Center for Learning and Innovation.
Our challenge is to make sure we continue to pay
competitive rates because we're the ones training them
and we don't need our competitors stealing them away
after they are done.
And we've discovered another way to fix the problem.
For example, there's a critical care telemedicine
Do we have enough data
today to allow us to predict the
percent of full-time workers
we need? If that number
goes from 78 percent to 50
percent, more than 25 percent
of our workforce will no longer
need benefits. e're going
to save a lot money and the
organization will be able to
flex up and down
combined role that is new. We put a year-long, highly
successful training program together, and we've
actually partnered with a couple of hospitals in the city
to offer that training to some of their nurses. That's
another way for us to generate revenue.
HROT: So you're actually turning HR into a bit of a profit
center. Can you share just how much does HR defray its
cost model from?
JC: Not a lot because we're just starting. We recently
partnered with an organization-a research
institution-that was looking for employee health
services. And we're providing all of their occupational
health care similar to a wellness center.
They've talked about how many lives this has saved
them, because we do a lot of preventative care. It's the
same type of things that we do here, but we've now
expanded it out to some of these other employers. It
also has decreased their health costs for their benefits.
That's a huge success story.
JULY/AUGUST 2014
| www.hrotoday.com
[11]
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HRO Today July/August 2014

Table of Contents for the Digital Edition of HRO Today July/August 2014

HRO Today July/August 2014 - 1
HRO Today July/August 2014 - 2
HRO Today July/August 2014 - 3
HRO Today July/August 2014 - 4
HRO Today July/August 2014 - 5
HRO Today July/August 2014 - 6
HRO Today July/August 2014 - 7
HRO Today July/August 2014 - 8
HRO Today July/August 2014 - 9
HRO Today July/August 2014 - 10
HRO Today July/August 2014 - 11
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