ASA Central Network

  • 1.  KPIs/Metrics for Operations Department

    Posted 01-15-2021 09:06

    I have been looking at my current department's structure in regards to leadership/senior titles, and the only "qualifications" currently in place are tenure and doing your job relatively well. This lack of benchmarking could easily become a pit of stagnation, and I want the members on my team to feel they own something, and will be seen other than just being with us for awhile.

    I've been trying to brainstorm some KPIs or metrics for credentialing or QA coordinators, and I keep running into blocks. A lot of the processes are dependent on providers or clients getting back to us in a timely manner to be able to complete tasks within a certain timeframe. I know we could create a KPI on how long it takes to run a verification on a credential, but that's all I got. What other angles am I missing? Any suggestions are appreciated! 

    Sarah Hale
    Director of Operations
    Dallas TX
    (214) 932-1412
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  • 2.  RE: KPIs/Metrics for Operations Department

    Posted 01-18-2021 07:30
    Sarah, very broad subject but for both sales and recruiting efforts, you can set employees in the field (headcount) or active clients, calls, emails, prospects, meetings, billable hours, gross profit billing, and so on
    If you are wanting to set benchmarks for those following a tenured track, I would suggest adding responsibilities to those titles, that way you and your mgt team are creating an environment that promotes leaders and coaching UP
    In regard to ownership, do you use any "pathways" or is there already a set mentor-ship program for newer team members?
    If you'd like to follow up with a quick call to go over some ideas I'd be happy to share some successes we've created

    Daniel Hartsell
    Recruiting Manager
    CCS Construction Staffing
    Charlotte NC
    (704) 561-0053

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  • 3.  RE: KPIs/Metrics for Operations Department

    2020 Staffing World Presenter
    Posted 01-19-2021 10:15
    Hi Sarah - 
    We used to have a medical staffing company and one of the metrics we used was a percentage of applicants vetted for placement.  Our metric was 80% of candidated acquired files completed same week they were acquired.  We thought that 80% helped our teams grow but at the same time made a realistic goal based on the fact that we relied on others to provide this information.  

    Another thing we did for recruiters was have three tiers based on performance to encourage professional development and growth.  Each level had a revenue goal per year based on increasing the business to encourage people to continue to produce.  There were key metrics tied to business development activity as well as recruiting.  
    Best wishes for continued success is 2021!

    Sara Luchsinger PHR, CSP
    Vice President, Organizational Development
    SEEK Careers / Staffing Inc.
    Grafton WI
    (262) 377-8888

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  • 4.  RE: KPIs/Metrics for Operations Department

    Posted 01-19-2021 11:24
    Hi Sarah - for compliance/credentialing, I think pushed starts and no-starts are the two best KPIs to utilize.

    The biggest element that I think separates good compliance is the connectedness with the recruitment efforts and overall philosophy, which is inclusive of aggressiveness. If compliance has a "wait and see" posture (v. aggressively making things happen with vendors/candidates) you will naturally have people fall off and get starts pushed. It's tough to find good compliance people in this industry given how traditionally they are viewed/paid by agencies. They are just as critical to operations as good recruiters.

    If you trust your compliance in this regard, and pushed or no starts are still occurring, the issue is with recruitment (working with candidates who aren't good/aren't serious).

    Sean Barber
    Pluto Healthcare Staffing
    Columbus OH
    (513) 600-7331

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  • 5.  RE: KPIs/Metrics for Operations Department

    Posted 01-19-2021 13:53
    You've received some great advice already, so I'll try not to restate what has already been offered. I'll give you my "four step" approach to building accountability.

    This is a perfect opportunity to employ Stephen Covey's tactic of "beginning with the end in mind." So start by figuring out what are the 2-3 most important outcomes that should happen in order for an individual on your team to be successful. And, while you're at it, be sure you adequate define "successful outcome." Often, that involves the client and/or the candidate. Also, make sure that the outcomes you identify are clearly within their control; that is, not something that is influenced in some way by an outside force (client, market, etc.). This is the first step - IDENTIFY.

    Once you have your metrics clearly in mind, you need to make sure you have adequate mechanisms for tracking and reporting them. It can be something as simple as a spreadsheet, but you must be able to quantify them and make the results available to your team. The results should be reported individually on each team member and you should also provide a consolidated "team" number. Second step - QUANTIFY.

    Now you are ready to review the results on a regular basis with your team - individually and as a group. This is the most important part of the four steps. Talking through the results with each team member and the group as a whole help SOLIDIFY the focus and provide opportunities for coaching (for those who are underperforming) and for recognition (for those who are exceeding the required performance).

    Finally, you will most likely find that the metrics you are tracking and reporting on need to be adjusted over time. There may be another outcome that becomes more important or one that could not be adequately tracked before can now be reported on. You don't want to change the program too frequently (known as "pulling up the flower to see if the roots are growing"), but an occasional "tweak" will probably be necessary going forward. The fourth step - MODIFY.

    I hope this helps you think about how to approach your objective. Best of luck to you!

    The Framework:
    1. Identify
    2. Quantify
    3. Solidify
    4. Modify

    Jay Mattern
    TerraFirma Marketing
    South Bend IN
    (574) 213-3855

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