Improving Pay Practices by Reducing Standby & Callback Expense

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The client

This five-hospital system wanted to improve pay practices by reducing expense related to standby and callback pay in the procedural departments.

The challenge

With more than $7.3 million spent annually on standby and callback pay in the procedural departments, our client recognized the opportunity to reduce these expenses while simultaneously improving pay practice consistency, labor costs, care delivery and staff engagement.

System-wide collaboration and use of data and analytics supported decision-making and enabled the client to implement solutions that increased patient access, reduced disruption to the family life of employees, and had a positive financial impact on the organization,” said Theresa Brandon, Managing Director with Novia Strategies.”

The approach

We brought together key stakeholders from all campuses to discuss the use of standby and callback practices. This collaborative approach identified variation in practices and opportunities for improvement.

  • Targeting specific opportunities: Discussing opportunities with, and attaining buy-in from key stakeholders, including physicians, helped the team prioritize specific improvement opportunities. For example, we identified departments with a low ratio of callback to standby hours and then worked with the leaders to reduce the use of standby and cross-train staff to improve care delivery.
  • Analyzing data: Using data analytics to evaluate callback by time of day and day of week allowed us to identify whether changes in department operating hours would better meet patient needs. We then engaged affected employees in the process of schedule realignment to support the expansion of patient care.
  • Reducing clinical variation: Analyzing data helped focus attention on opportunities to reduce clinical variation. For example, callback procedure logs highlighted opportunities to reduce callback for non-emergent procedures; additional analysis at the procedure level further identified departments and procedures with wide variation in scheduling practices.
  • Improving consistency of operations: Realigning processes to support hospital policies led to more equitable treatment of employees and reduced unnecessary expense.

The results

Case Study Results

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