What is the secret of staffing success? When asked how they arrive at their staffing levels, executives more often than not obfuscate their answer, hiding the fact that their staffing levels are determined not by plan, but happenchance. If pressed, they may explain their strategy in terms such as, “It’s easy, just get the right number of staff doing the right things.”
Faced with ever-increasing pressure to be more productive and to maximize profits, medical group leaders constantly look to improve their practice’s financial performance. As they examine their organizations’ performance and benchmark themselves to others, executives often look to what the average staffing metrics are for similar-type practices to determine if they are under- or overstaffed. Unfortunately, benchmarking to averages often results in average results and not necessarily improved performance.