From a CHRO at a Top 5 Children's Hospital: What service metrics should be used to evaluate a Managed Service Program. How often are the metrics reviewed?

Last week I met with a CHRO at a Children's Hospital (University affiliate) who is looking to develop an RFI/ RFP for an MSP with VMS technology. This would be a first generation program evolving from a Preferred Supplier business model. The CHRO and her team were curious about what types of metrics should be tracked in the program. Even with organizations that have had familiarity with MSP/ VMS programs, this question seems to come up quite a bit. At the end of the day, the client organization must survey all stakeholders/ end users very carefully and craft SLAs and metrics that will be critical in defining the success of the program... and realistic measurements that will help in guiding the client organization towards its strategic vision and operational success.




Below are a few metrics that should be measured in a Best-in-Class program-



MSP Performance Metrics and Definition:



Response Time = Elapsed time from order receipt to resume submittal of a placed contractor



On-Time Fill = Percentage of engagements starting on-time based on the estimated start date



Cycle Time = Elapsed time from order receipt to confirmation of placement



Negative Turnover / Negative Performance = Percentage of engagements ended early for negative reasons (performance, resignation, etc.)



Contractor Performance = Overall level of Hiring Manager satisfaction relative to the contractor's performance



Customer Satisfaction = Overall level of Hiring Manager satisfaction relative to program quality, process, and PMO interaction



Supplier Satisfaction = Overall level of supplier satisfaction relative to program quality, process, and PMO interaction



Diverse Spend = Percentage of minority spend against overall program spend



Cost Reduction Savings = Negotiated conversions above and beyond contractual conversion schedule that save the customer spend towards a conversion fee



Contractor Conversion Savings = Total dollars saved by enforcement or further negotiation of contractual conversion schedule



Innovation = What types of solutions did the MSP/ VMS bring to the table?



Strategic Counsel = What type of workforce planning, market/ industry/ competitive intelligence and proactive initiatives did you bring to the table, thus producing added value, ROI and cost avoidance?







Typically, these metrics are reported on a quarterly basis back to the client. However, should it suit the needs of the client, The MSP provider should report them more frequently, especially in the first year of a newly implemented program. The PMO staff should monitor these metrics on an ongoing basis to ensure that targets are being met and that trends are identified before they become an issue. From the day-to-day interactions between the MSP program management team and end-users, to formal quarterly business reviews that occur at the highest level of the client relationship, a best-in-class MSP creates multiple opportunities to exchange information and proactively identify areas for improvement. Furthermore, leveraging a robust VMS and it reporting/ analytics functionality – The MSP provider should look to analyze unusual trends or spikes in contractor usage and incorporate some Workforce Planning strategies so as to reduce service issues and manage the supplier base and their fulfillment capabilities more efficiently.