Hawkesbury General Hospital

Workforce Analytics™: Diagnostic Assessment

May 15, 2009
TABLE OF CONTENTS

1 SUMMARY 3

2 EXCESS LABOR COST 4

2.1 OVERTIME 4
2.1.1 TREND—HOURS PER EMPLOYEE, PER INVOLVED 4
2.1.2 TREND—MONTHLY CONTRIBUTION TO TOTAL OT HOURS 5
2.1.3 OUTLIERS 6
2.1.4 CORRELATION OF OVERTIME TO OTHER METRICS 7
2.2 TIME PAID NOT WORKED (ROUNDING RULES) 8
2.2.1 TREND—TIME PAID NOT WORKED (SPLIT BY IN/OUT PUNCHES) 8
2.2.2 OUTLIERS 9

3 WORKFORCE ANALYTICS™ PLATFORM 10

4 ASSUMPTIONS 11

5 APPENDIX A—TIME PAID NOT WORKED OUTLIERS 12

6 APPENDIX B—PAY CATEGORY MAPPING 14

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 2 of 17

1 SUMMARY

Overall, the Hawkesbury General Hospital (HGH) has the potential to save $197,251 (annual,
based on April 1, 2008 – March 31, 2009).

Kronos used Workforce Analytics™, its proprietary labor analytics solution to prepare this diagnostic
assessment. In general, labor analytic measures and KPIs provide micro-level visibility into the trends,
drivers and outliers that create excess labor cost and lost productivity. In addition, Workforce Analytics™
provides: organizations with the ability to hold supervisors and employees accountable, managers with
actionable information and data to support process improvements, and the corporation the ability to
control costs.

Below is a summary of potential cost savings for HGH:

• $142,188 if overtime costs for outlier occupations are brought in line with company average
Overtime Hours as % of Total Paid Hours.
• $55,333 if rounding rule abuse is addressed.
Both of these are expanded on in detail in the sections that follow.
The cost savings analysis was based on wages for limited Occupation Types; overtime assumed to be 1.5
times average regular for the purposes of the cost analysis included in this document.

NOTE: The analysis contained in this document is meant solely to identify potential areas for cost
reduction. Kronos does not guarantee any labor cost reductions by delivering this document;
savings may only result from actions taken by HGH. This assessment is blind to quality of care
considerations that may impact HGH’s ability to optimize labor scheduling and utilization.
Cost-based measures are available in Workforce Analytics™ when wages are stored in WFC; user
access to wages in WFC may be controlled by the “Wage Access Profile Switch”, i.e. the data
could be stored in WFC without anyone having access to it in WFC, access would only be for
managers with access to Analytics.

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2 EXCESS LABOR COST
In the Workforce Analytics™ platform, excess labor cost is comprised of several metric categories, including (but not limited to): Overtime and
Time Paid Not Worked (i.e. rounding rule abuse).

2.1 OVERTIME
2.1.1 TREND—HOURS PER EMPLOYEE, PER INVOLVED
This Overtime Hours trend allows for very high-level comparison across the total organization; Workforce Analytics™ provides the easy ability to
filter results by any Labor Level and/or Employee.

OT Hours per Employee, per Involved

13.29
14 11.84 11.27 3,000
11.09 10.80 10.36
12 10.29 9.72 10.13 9.94 2,500
9.33 9.41
10 2,000
8
1,500
6
4 1,000
2 500
0 0
April May June July August September October November December January February March

2008 2009

Hours Hours per Employee Hours per Involved

The graph above shows that for employees who incurred overtime, a high was reached in August 2008, when 13.29 hours were incurred per
Involved (number of OT hours / number of employees who incurred overtime). Lower per Involved value means that more employees are
incurring the overtime (hours are distributed across more employees). The next section shows that total Overtime Hours is trending up for the
year over year 24-month period.

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 4 of 17

2.1.2 TREND—MONTHLY CONTRIBUTION TO TOTAL OT HOURS
This trend shows that Overtime has been steadily increasing at HGH, with significant peaks in March and August of 2008, incurring 2721.93 and
2590.60 hours respectively.

Overtime Hours: Trend

3,000.00

2,721.93

2,590.60
2,332.40
2,500.00

2,273.50

2,184.40
2,028.93

2,019.95
2,019.22
2,011.93

1,994.62

1,969.00
1,955.28
1,869.20

1,866.65

1,833.22
1,818.03
1,808.85
2,000.00
1,691.33

1,684.05
1,670.62
1,600.22

1,534.35
1,333.57

1,500.00
May 1,222.65

1,000.00

January

January
June

June
April

October

April

October
August

August
July

February

March

May

July

February

March
September

November

December

September

November

December
2007 2008 2009

Considering this in context of the previous section: there are more total hours (upward trend) being distributed across an increased
number of employees incurring the overtime.
This leads to the following questions for further consideration:
• Are there opportunities to replace overtime labor with regular labor?
• Does staffing need to be increased?
• Are there outside factors, e.g. closing of surrounding/competitive facilities that have contributed to influx of additional patients?

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 5 of 17

2.1.3 OUTLIERS
HGH provided regular wage rate for select, non-salaried Occupation Types. Those occupations were
evaluated, and the following outliers are performing above the company average of 2.71% Overtime
Hours as Percent of Paid Hours.
Occupation Type Overtime HRS as a % Overtime HRS as a %
of Worked HRS of Paid HRS
Commis Clinique Consultant 7.79% 6.35%
Orderly 5.55% 5.42%
Reg Nurse 5.94% 5.11%
RPN 4.94% 4.39%
Senior Tech Ultrasound 5.41% 4.05%
Senior Tech 4.25% 3.61%
Security Guard with HOOPP - 1 yr plus 3.63% 3.58%
Porter 3.17% 2.93%

If overtime for these outliers is brought in line with average, i.e. reduced to 2.71%, HGH has the
potential to save $142,187.60, based on April 1, 2008 – March 31, 2009 data. This equates to
reducing Overtime by 9179.95 hours, to be replaced by Regular hours.
NOTE: Average regular wage per occupation x 1.5 = average OT wage per occupation. This cost
savings example is based on wage information for a limited number of occupations; actual
savings may be greater (i.e. if there are additional outliers exceeding 2.71% overtime
performance for which cost information was not available at time of this analysis).

Another way to look at Outliers is by organization breakout, where the following 2 organizations
significantly exceeded the company average 2.71% Overtime Hours as Percent of Paid Hours for the April
1, 2008 – March 31, 2009 time frame:
Overtime HRS as a % Overtime HRS as a %
Organization of Worked HRS of Paid HRS
Hawkesbury General Hospital 3.19% 2.71%
Ambulatory Services 5.41% 4.76%
Nursing In-Patient Services 5.18% 4.40%
Diagnostic & Therapeutic Services 1.32% 1.08%
Administration & Support Services 1.16% 0.98%
Community Services 0.30% 0.23%
Mental Health Services 0.25% 0.22%
Marketing Services 0.19% 0.17%
In Service 0.04% 0.04%

NOTE: This outlier information (section 2.1.3) was analyzed on the 12 months from April 1, 2008 –
March 31, 2009.

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 6 of 17

2.1.4 CORRELATION OF OVERTIME TO OTHER METRICS
Lastly, Overtime may be taken in the context of other metrics. The following shows a trend of Overtime vs. Unexcused Absenteeism, in other
words: Scheduled Not Worked / non-approved absences.
As is clearly demonstrated, the increasing trend in overtime is paralleled by the increasing trend in Unexcused Absenteeism.

9.00%
8.00%
7.00%
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
June

June
April

September

November

December

November

December
October

April

September

October
August

August
May

July

January

February

March

May

July

January

February

March
2007 2008 2009

All Paid OT All Absenteeism - Unexcused Absenteeism

Linear (All Paid OT) Linear (All Absenteeism - Unexcused Absenteeism)

NOTE: The accuracy of the Absenteeism category is dependent on schedules, which were present in the HGH data. In contrast to Unexcused
Absenteeism (displayed above), Excused Absenteeism requires manager approval of the exception (in Workforce Timekeeper).

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 7 of 17

2.2 TIME PAID NOT WORKED (ROUNDING RULES)
Good news – HGH is benefiting significantly and consistently from the current rounding rule
configuration, a negative differential is benefit to the organization (positive would be benefit to the
employee).

Rounding Rule: Differential Hours

2007 2008 2009

September

September
November

November
December

December
February

February
October

October
January

January
August

August
March

March
April

April
June

June
May

May
July

July
.00

-400.00

-800.00

-1,200.00

-1,600.00

All occupations were included in the Rounding Rule differential hour analysis above.

2.2.1 TREND—TIME PAID NOT WORKED (SPLIT BY IN/OUT PUNCHES)

Regardless of the observation in the preceding section, the 12-month trend below shows that there is
significantly more abuse on the out punch. Thought of in a business context, this is perhaps people
leaving early knowing that the out punch on their time card is rounded forward.

350.00
300.00
250.00
200.00
150.00 209.73 241.35 212.88 171.35 178.98
183.48 169.42 172.43 177.68 152.28
100.00 144.37 163.57

50.00
55.58 53.02 46.27 40.60 38.38 43.02 55.57 42.28 63.07 60.10 41.73 41.97
.00
June
April

October
August
May

July

January

February

March
September

November

December

2008 2009

All Paid Not Worked - Paid Not Worked In All Paid Not Worked - Paid Not Worked Out

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 8 of 17

2.2.2 OUTLIERS
The average Time Paid Not Worked at HGH is 0.36%. If eliminated altogether (not just those
exceeding the average), HGH has the potential to save $55,333.20 (based on 12 months from
April 1, 2008 – March 31, 2009).

The occupations that exceed the average are listed below (see Appendix A for full list):

Occupation Type Time Paid Not Worked HRS as a % of Worked HRS

Occupational Health Nurse 1.20%
Social Worker MSW 0.90%
Security Guard with HOOPP - 1 yr plus 0.75%
Infection Control Nurse Counsellor 0.62%
Tech Assist 2 Physio 0.60%
Junior Clerk 2 0.58%
Commis Clinique Consultant 0.49%
RN2 Psychiatric Nurse Counsel 0.48%
Commis Multi-Disciplinaire 0.47%
Housekeeping Aide 0.45%
Speech Therapist Rehab PGM 0.41%
Junior Clerk 1 0.39%
Secretary 0.39%
General Maintenance Class B 0.38%

The organizations that exceed the average are highlighted in red below:

Organization Map Time Paid Not Worked HRS as a % of Worked HRS

Hawkesbury General Hospital 0.36%
Administration & Support Services 0.61%
Community Services 0.47%
Community & Social Services 0.44%
Ambulatory Services 0.42%
In Service 0.29%
Mental Health Services 0.27%
French & English Services 0.24%
Diagnostic & Therapeutic Services 0.22%
Nursing In-Patient Services 0.19%
Marketing Services 0.11%

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3 WORKFORCE ANALYTICS™ PLATFORM
Visibility to value: See workforce impact on business results
Workforce Analytics™ gives you a quick and easy view of workforce performance — enterprise-wide to
individual contributor.
These web-based, on-demand views show how your labor force is aligning with company-specific or
industry best-practice key performance indicators (KPIs); indicators show you when these benchmarks
have been exceeded. Dashboards display valuable information, such as manager-performance
scorecards, time-period or individual-performance-to-group comparisons, and cost-saving correlations —
for example, determining if a rise in unplanned overtime is resulting from an increase in unexcused
absences or if overtime is rising and falling with volume levels.
Meaningful insight to improve and maximize workday return
Now that you have the visibility into your workforce and have determined where you need to focus, you
can start asking questions to determine why these labor performance issues, like excessive overtime or
unexpected absenteeism, are happening — the key to maximizing your workday return. By isolating
these past performance concerns and quickly course-correcting, you can more readily align workforce
performance to expected business results. And by identifying trends and distinguishing one-time
occurrences from recurring events, you can better schedule and plan for situations such as increased
volume or sporadic holiday attendance.
The control factor: React responsibly to workforce performance
Without the actionable data and clear insight provided by Workforce Analytics™, your managers might
not have sufficient visibility into labor performance results, leaving them unable to see potential areas of
improvement. By being able to see into labor variances, your managers become empowered to make
corrections to help ensure expected outcomes. Along with this empowerment comes accountability. With
the visibility gained and questions answered, managers can now be expected to control results within
expected targets. Improved workforce performance results, whether they be reduced labor costs or
increased productivity, are now within their control.

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 10 of 17

4 ASSUMPTIONS
1. HGH’s fiscal calendar was not mapped for the purposes of this Diagnostic Assessment; all dates
are reflective of the standard calendar.
2. All time & attendance data is recorded in Workforce Central® (WFC) at HGH; there are no
outside sources of additional time & attendance data.
3. Wage information is based on the outside list that HGH provided to Kronos for the purposes of
this assessment; wage information was not available in WFC.

NOTE: Cost-based measures are available in Workforce Analytics™ when wages are stored in
WFC; user access to wages in WFC may be controlled by the “Wage Access Profile
Switch”, i.e. the data could be stored in WFC without anyone having access to it in WFC,
access would only be for managers with access to Analytics.

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 11 of 17

5 APPENDIX A—TIME PAID NOT WORKED OUTLIERS

Occupation Type Time paid not worked hours as a % of worked hours

Occupational Health Nurse 1.20%
Social Worker MSW 0.90%
Security Guard with HOOPP - 1 yr plus 0.75%
Infection Control Nurse Counsellor 0.62%
Tech Assist 2 Physio 0.60%
Junior Clerk 2 0.58%
Commis Clinique Consultant 0.49%
RN2 Psychiatric Nurse Counsel 0.48%
Commis Multi-Disciplinaire 0.47%
Housekeeping Aide 0.45%
Speech Therapist Rehab PGM 0.41%
Junior Clerk 1 0.39%
Secretary 0.39%
General Maintenance Class B 0.38%
Senior Tech Ultrasound 0.36%
Storekeeper 0.35%
Medical Secretary 0.33%
Tech 2-phlebotomiste 0.32%
Reg Nurse 0.29%
Ultrasound - Registerd Technologist 0.28%
Orderly 0.27%
RPN 0.21%
Tech 4 EMG 0.21%
Geriatric and Clinical Nurse 0.20%
Tech 4 cardio pulmonaire 0.20%
Security Guard - 1 yr plus 0.20%
Intermediate Clerk 0.20%
Security Guard - 1 yr less 0.19%
Commis Services Médicaux 0.18%
Ward Clerk RPN 0.18%
Security Guard 0.18%
Dietary Aide 0.18%
RN-Diabetic Counsel - conseillere 0.17%
Nurse Pract Clinic Stro 0.17%
Pain Mgment Nur Coun 0.15%
Senior Tech 0.15%
Physiotherapist 0.12%
Ward Clerk Orderly 0.12%

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 12 of 17

 Occupation Type Time paid not worked hours as a % of worked hours
Charge Tech Lab 0.11%
Porter 0.11%
General Maintenance TL 0.10%
Psychometrician 0.09%
Payroll Clerk 0.08%
Kinesiologist 0.07%
Ward Clerk 0.06%
Pharmacist 0.05%
Health Records Adm 0.05%
Occupational Therapist 0.05%
Tech 3 Physio 0.03%
Social Worker BSW 0.03%
Dietician 0.02%
Tech 3 OT

Diagnostic Assessment: UTHCT CONFIDENTIAL Page 13 of 17

6 APPENDIX B—PAY CATEGORY MAPPING
The following list is how the HGH pay codes were mapped for the purposes of this assessment; this may
not be the final mapping used during an implementation phase. Clients are required to approve this
mapping when the product is implemented.
Pay Category Pay Code Name Core Hours?
Non Productive ACRB No
Non Productive ACRB-Flextime No
Non Productive ACRP Yes
Non Productive ACRP-Flextime Yes
Non Productive Bereav.Leave Yes
Non Productive Consecutive Sick Yes
Non Productive Convention Yes
Non Productive External Activity Yes
Non Productive External Activity-Flextime Yes
Non Productive Flextime banked No
Non Productive Flextime overlimit No
Non Productive Flextime used Yes
Non Productive Holiday On Call Yes
Non Productive JuryDuty Yes
Non Productive LTD Yes
Non Productive Meal Allowance Yes
Non Productive On Call Yes
Non Productive On Call Clinical Yes
Non Productive On Call MIS Yes
Non Productive ONA+Meal Yes
Non Productive ONA+Meal +Resp Yes
Non Productive OT Bank Taken Yes
Non Productive Paid Exam Yes
Non Productive Paid Union Leave by Admin. - PUA Yes
Non Productive Paid Union Leave by Union - PUU Yes
Non Productive PDVAC PT Yes
Non Productive Responsibility No
Non Productive Responsibility CSBP No
Non Productive Responsibility Diabetic Clinic No
Non Productive Rlf-OTBankTaken Yes
Non Productive Rlf-Time Taken Yes
Non Productive SICK Yes
Non Productive STSUP No
Non Productive Vac Yes
Non Productive WCB DayInjury Yes
Non Productive WCB FollDay Yes
Other Con Unpd Leave - Flextime Yes
Other Con UnpdSick - Flextime Yes
Other Consecutive Unpd Leave Yes
Other Consecutive UnpdSick Yes
Other do not used No
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 Pay Category Pay Code Name Core Hours?
Other Lead Hand No
Other OT reason No
Other OT-DEVMIS No
Other Other reason No
Other PRE-SCHED UNPD LEAVE Yes
Other PUU Non Scheduled Yes
Other PWB No
Other Rlf-Adj Yes
Other SHIFT SWAP Yes
Other ShiftSwap Yes
Other SV -RL2 No
Other SV-EVG No
Other SV-NIT No
Other SV-OBB No
Other SV-OBC No
Other SV-OBS No
Other SV-REG No
Other SV-RL3 No
Other SV-RL4 No
Other SV-WND No
Other Temps repris No
Other To Be Approved No
Other To Be Approved - Flextime No
Other Unpd Leave Yes
Other Unpd Leave-Flextime Yes
Other Unpd VAC Yes
Other Unpd WCB Yes
Other UnpdSick Yes
Other UnpdSick-Flextime Yes
Other UnpdUnion Yes
Other UPVACPT Yes
Overtime 1.0 OT Yes
Overtime 1.0 OTBK Yes
Overtime 1.5 OT Yes
Overtime 1.5 OTBK Yes
Overtime 1.5 Rlf-Sick Yes
Overtime 1.5 Rlf-VAC Yes
Overtime 2.0 OT Yes
Overtime 2.0 OTBK Yes
Overtime Rlf-OT 1.5 Yes
Overtime Rlf-OT BK x1 Yes
Overtime Rlf-OT BK x1.5 Yes
Overtime Rlf-OT BK x2 Yes
Overtime Rlf-OT Sick Yes
Overtime Rlf-OT Vac Yes
Regular ACCP Yes
Regular ACCT Yes
Diagnostic Assessment: UTHCT CONFIDENTIAL Page 15 of 17
 Pay Category Pay Code Name Core Hours?
Regular AMB Yes
Regular Bénévole BOUTIQUE No
Regular Bénévole CLÉRICAL No
Regular Bénévole DIVERS No
Regular Bénévole ÉTUDIANTS No
Regular Bénévole PASTORALE No
Regular Bénévole SERVICE AUX PATIENTS No
Regular Bénévole SOINS PALIATIFS No
Regular BK WKND Yes
Regular BK-CallBack Yes
Regular Com.Act. Yes
Regular Com.Work Yes
Regular Com.Work-Flextime Yes
Regular CovVacShift Yes
Regular DEV MIS Yes
Regular Evening Yes
Regular Evening - Night Yes
Regular EXTRA SHIFT Yes
Regular ExtraHrs Yes
Regular MOD Work Yes
Regular Night Yes
Regular PdCallBK Yes
Regular PdLvUnionAct-Flextime Yes
Regular PdUnionLv-Flextime Yes
Regular REG WKDN Yes
Regular Regular Yes
Regular Rlf-Bereavement Yes
Regular Rlf-Call Back Yes
Regular Rlf-ComAct Yes
Regular Rlf-ComWork Yes
Regular Rlf-Conv. Yes
Regular Rlf-Educ Yes
Regular Rlf-JuryDuty Yes
Regular Rlf-Leave Yes
Regular Rlf-Move Yes
Regular Rlf-Oncall Yes
Regular Rlf-Other Yes
Regular Rlf-SICK Yes
Regular Rlf-Stat Yes
Regular Rlf-SWAP Yes
Regular Rlf-UnionAct Yes
Regular Rlf-Unpd Leave Yes
Regular Rlf-UnpdSick Yes
Regular Rlf-UnpdUnionAct Yes
Regular Rlf-UnpdVac Yes
Regular Rlf-VAC Yes
Regular Rlf-Workload Yes
Diagnostic Assessment: UTHCT CONFIDENTIAL Page 16 of 17
 Pay Category Pay Code Name Core Hours?
Regular STAT Yes
Regular Student Supervision Yes
Regular UnionSick-On job Yes
Regular Weekend Yes
Regular WK-Stat Yes
Regular Work @ Home Yes
Training Education Yes
Training Education-Flextime Yes
Training Orientation Yes
Training Rlf-Orientation Yes
Training Rlf-TRN Yes
Training TEACH Yes
Training Training Yes
Training Training-Flextime Yes

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