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We saw a lot of our clients that had a high degree of traveling nurses, which can be really costly to an organization. We had a lot of clients that felt as though– well, maybe they had more staff than they needed in surgical services as other areas in the hospital grew, like non operating room anesthesia areas like cardiology, cath lab and Endo. So what we really needed to do is give our clients a tool where they could constantly and consistently check that information and make adjustments quickly as the demand shifted around their organization. A lot of our clients may have had tools that were built in the past. A lot of times they were automated reports that were very, very abstract. Usually only one or two people understood how to interpret them. What we wanted to do with this tool is to make that information much more accessible to not just the single person in the organization, but to many people so that they could make adjustments to their own department or their own service line, for instance. So I think there was really a large need to address the market changes, but also to address– but also to make the information much more transparent to the people that were responsible for making sure that patients had the care that they needed at the right time.

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  • Michael Besedick

    As Managing Director of Product for Surgical Directions, Michael manages analytics projects that reduce costs, drive revenue and increase ROI for healthcare clients. His specialties include analytics research, implementation, and strategy.

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At Surgical Directions, We Offer a Variety of Workforce Solutions Services.

Michael Besedick

As Managing Director of Product for Surgical Directions, Michael manages analytics projects that reduce costs, drive revenue and increase ROI for healthcare clients. His specialties include analytics research, implementation, and strategy.