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      At Hueman, we realize that every person and organization is unique. We learn what makes your business unique and then build you a perfect recruitment solution.

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        With our RPO solutions, we can manage your entire recruitment process, even onboarding, freeing up your HR team to focus on their core responsibilities.
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      For more than 27 years, we have been providing recruitment solutions to organizations across various industries.

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        Our talent solutions can help hospitals and healthcare systems with staffing shortages and more.
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        We help the retail industry find skilled customer service professionals to propel your business forward.
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        Our strategic partnership allows us to tackle the complexities of manufacturing talent acquisition head-on.
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        The success of the consumer goods industry hinges on the right product and the right people in the right roles.
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      At Hueman, our story is about creating positive, people-centric experiences—and we write a new chapter every day.

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        Our company’s story began in 1996 when our Founder, Dwight Cooper, launched a small recruitment firm in his spare bedroom in Jacksonville, Florida.
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How HR Leaders Can Decrease Hospital Costs

Published May 15, 2017
An interview between Hueman and HR leaders at Meadville Medical Center and DeKalb Medical to learn how to reduce healthcare costs.
Today, human resource leaders must be proactive in decreasing costs within their healthcare organizations. I sat down with Meadville Medical Center VP of HR, Greg Maras and DeKalb Medical's Executive Director of HR, Cathy Hardin to pick their brains on how they have done just that. 
What techniques have you used or are currently using to engage your C-suite and leadership team?
  • Greg Maras: Trying to identify what needs the organization has and how HR can play a role in assisting or solving those problems. Sometimes I go to them and say, "This is what we've got going on," or, "This is an issue that we have" and have them consider it. With this group of people, it's usually the later rather than the prior. It's usually me coming up with a way to do things more efficiently. Sometimes, it's getting information from peers of mine or groups I'm in—learning best practices and then going back to them.
  • Cathy Hardin: Provide weekly updates regarding hires, vacancies and turnover. And we share recruitment strategies on a regular basis as changes occur. 
Does your Human Resource Department drive discussion with the c-suite or does the c-suite drive discussions with HR?
  • GM: Typically, we (HR) drive the conversation. It could be because we're a smaller organization.
  • CH: Human Resources has a true partner relationship with our c-suite.  We drive from both sides. If HR becomes aware of a situation or trend that needs to be addressed, we will research and bring as much data to support a plan of action and ask for support.  Likewise, if the c-suite thinks there is an issue, they will ask HR to provide insights regarding the market and if we, as an organization, should be doing anything differently. 
 What type of data and reports do you review each week which provide insight into areas to decrease costs? What about monthly?
  •  GM: We will typically report to them on a weekly basis in an open position report. This shows what positions are available and what positions we have filled. It doesn't have a cost to it, but it does show what we've budgeted versus what we've actually hired for. 
  • CH: We review turnover reports, agency usage and overtime reports on both a biweekly (by pay period) and monthly basis. 
What has been your experience with decreasing costs as it relates to using premium labor? I.e. overtime, shift bonuses, travelers, agency staff?
  • GM: It's all about getting the critical positions filled as quickly as possible. The two main areas with premium labor are ICU or ER. Where we've had more than our fair share of turnover, the need to get those positions recruited and filled as quickly as possible is crucial because even after we fill these positions, there's still a learning period that can last weeks and weeks. The quicker we can get those filled, the better we'll be in the long run.
  • CH: It is very difficult to decrease premium labor costs with staffing shortages remaining high despite activity around driving those things referenced down.  We have not yet been able to see any significant changes. 
What changes have you made when tracking "people costs" such as salaries, cost per FTE, overall salaries by department, etc.?
  • GM: We have an FTE report that shows where we are to budget. It doesn't show cost-dollar but does show what is budgeted.
  • CH: We have made some salary adjustments to nursing pay in the past 18 months in an effort to slow and reduce turnover. We have also looked at ways to engage staff with leaders through rounding, quarterly employee forums and new-to-the-organization (less than 90 days) breakfast sessions. 

Hueman's Nurse Traveler Reduction Program will lower or eliminate your premium labor costs by filling openings with full-time employees. We leverage value-based hiring strategies, top-tier technology, and the expertise of our recruiters to find qualified nurses while saving you money.

  • Topics: 
  • Healthcare,
  • Talent Management