U.S. healthcare organizations–and their patients by extension–are increasingly reliant on contract workers.
. “But that quickly becomes unsustainable, and it doesn’t provide visibility into the contingent workforce at an executive level. They can’t control what they can’t see.”
The broader drawback is the lack of enterprise-wide visibility into how the contingent workforce aligns with the organization’s overall talent strategy, Starbuck says. Leadership has trouble seeing whether departments are properly managing contingent labor costs, or whether hourly rates and overall hours worked are in line with industry benchmarks.
“Contingent labor is an important and necessary—but also expensive—part of the healthcare ecosystem,” he says, “and the last three years have shown that rising contingent labor costs aren’t sustainable.”Leaders have trouble managing contingent labor costs because data tends to be retrospective, Starbuck continues. When insight into overall spending comes from accounts payable, for example, “That money is already spent. You can’t proactively get ahead of the problem.
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