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INFORMATION UPDATE on MANAGING OVERTIME

INFORMATION UPDATE on MANAGING OVERTIME. S2N Staffing Benchmarking Team. Monitor staffing benchmarking process Identify & recommend opportunities for improvement Develop reports and tools for managers to lower overtime costs Reduce overtime as a % of total salary $ From: > 6%

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INFORMATION UPDATE on MANAGING OVERTIME

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  1. INFORMATION UPDATEon MANAGING OVERTIME

  2. S2N Staffing Benchmarking Team

  3. Monitor staffing benchmarking process Identify & recommend opportunities for improvement Develop reports and tools for managers to lower overtime costs Reduce overtime as a % of total salary $ From: > 6% To: < 4% Three Primary Objectives
  4. FY’13: Budgeted OT = 110 FTE 110 FTE is composed of: 25 FTE Holiday Premium 85 FTE Controllable Overtime FY ‘13: Budgeted $ = $10.1 million (10/1/12) 1% reduction in OT = $800K annualized Did you know? W&I level of OT FTE is the highest among OUs
  5. Controllable OT consists of: Incidental OT: Extra minutes clocked in prior to or at the end of work shifts Regular OT: Clock out after normal 8, 10 or 12 hour shifts Clock out more than 40 hours per week Skip-a-meal Holiday agreements + summer agreements Did you know?
  6. In PCS, it is estimated that for LOA coverage: 65% of the time, backfill coverage is required 60% of that time = ST 40% of that time = OT Did you know?
  7. Overtime is an expensive form of coverage flexibility Some employees manipulate their availability leading to overtime Culture of “ownership” of hours and “forever schedules” WEAKNESSES IN CURRENT OPERATIONS:
  8. Financial reports detail overtime but a monthly frequency is not timely for managers to address Timekeeping procedures: Not followed consistently Inconsistent interpretation and application Many inflexible work rules WEAKNESSES IN CURRENT OPERATIONS:
  9. Scheduling Timekeeping Information Access Staffing Mix Opportunities for improvement/addrEssing WORK rULES
  10. Scheduling New contract language provides for scheduling changes: Schedule Re-sets: Adjusting schedules of existing staff (starting with LDR) to better align with schedules/workload of patients Periodically refine shift/changes to changes in workload Scheduling templates: Implemented as of the first week in Feb ’13 Reduces last minute staff call offs/cancelations Requires more attention to optimizing scheduling with patient volume projections Provides managers more control in staffing
  11. Kronos technology reviewed: Functionality and rules design Ease of use as a manager tool Team reached out to Kronos experts Customized reports to be developed TIMEKEEPING
  12. Tracking of LOA coverage and switches/swaps being developed Training sessions being developed for managers and timekeepers TIMEKEEPING
  13. Rounding rules Eliminating “minute-to-minute” recording Skip-A-Meal to require manager pre-approval Remove employee selection of Skip-a-Meal so only manager/timekeeper can record in Kronos Re-program Kronos swiping machines to designated working area Discussions with union as appropriate Timekeepers edit, Managers approve KRONOS: Changes under Consideration
  14. Workshops on Kronos to be scheduled: For managers and timekeepers Update on modifications Highest top 10 overtime areas to be monitored, dashboards for Ops, as well as justification review with VP relative to position control Weekly reports on overtime by cost center now available Information access
  15. Staffing Per Diem positions and Float-type positions to be first considered when vacancies occur and provided to Ops for review New contract language provides per diem “req up” type process, so spread shifts across all per diems, not just a few Intent is to reduce overtime through straight time usage and better deployment/mix of staff
  16. Posting temporary LOA coverage “on the unit only” Current staff can apply for the whole coverage Or several staff can split the coverage Full shifts allowed over partial shifts Must be accurately recorded in Kronos to track and avoid “req ups” If no one from the unit takes the hours, post in-house and only staff oriented to unit can accept Staffing
  17. Overtime is to be pre-approved by the manager Unapproved overtime: To be addressed by the manager with the employee Daily or at minimum weekly monitoring Repeated situations or patterns will subject the employee to discipline GUIDANCE ON OVERTIME
  18. “Rounding” with the 9 minute rule: Clock in 9 minutes prior to the shift causes OT at the quarter hour Clock out 9 minutes past the shift causes OT at the quarter hour Tardiness: Any time past the start of the shift is considered late and should result in counseling/disciplinary action GUIDANCE ON OVERTIME
  19. GUIDANCE ON OVERTIME Skip-a-Meal: Meal period time must be uninterrupted. If interrupted or skipped, manager approval is necessary as it causes OT Enhanced reports, info access, and work rule changes are now added to the manager’s tool box It is the responsibility of each manager to manage overtime
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