When we think about workforce shortages or workforce challenges in general, it’s about how we get smarter with how we’re managing our workforce. And a lot of that time in a healthcare setting is working at the top of their licensure, working at the top of their skillset so that they’re doing high value clinical tasks. And we’re supporting them in other ways and actually building a talent pipeline for our clients.
So when we look at talent, we’re looking at building career paths. We’re looking at building them for the next job or the job five jobs from now. If we can direct their paths more efficiently, more effectively, if we can have them operating in a different way, so we’re managing where they’re going, it allows us to get more productivity out of that person. It allows their job to become easier, more manageable, more doable. And that’s all driven by data, by technology, to allow us to operate more effectively in a decentralized setting.
When you think about your overall headcount, and you think about effectively the job to be done, the magic is kind of coming and play with how we do it. How do we allocate the 10,000 tasks that we have within a day in a hospital?
Across Touchpoint, all of those tasks are standardized. We know exactly how many steps each process takes. We have a set task list across each room, that that needs to be complete for that job to be effective, for that job to be done to Touchpoint standards. That exists for every single task that’s done.
When we’re managing that from an overall perspective, it’s taking a look at all of those tasks and delineating them out in the way that makes the most sense. And in some cases, that’s geography. In other cases, it’s skillset. So it’s taking a look at all those 10,000 process flows that exist in any given day, assigning it out in a way that makes sense, and then allowing that nimbleness, that active management piece of changing that dynamically, leveraging augmented intelligence, leveraging AI, leveraging skillsets of people like dispatchers, but taking a look at what’s the best way to accomplish that job and how do we delineate it from there.
When you think about some of the small things that just chew up a nurse’s time, one of those is requesting the status of a meal. And instead of doing that, we built out dashboards where they can actually view real-time status updates of where those meals are. We’ve expanded it beyond that to make it a support services dashboard so you can see both what meals are to be delivered. You can order a meal. You can also request housekeeping services or see what EDS services have been made.
So it allows you a real-time workforce management solution, and work order solution, for clinical staff. It’s one of those win-win solutions that just makes sense. It’s a pain point that we can remove, and that’s what we’ve done.