Hawai'i-Pacific Chapter
A quarterly e-newsletter for the Hawai'i Pacific Chapter of ACHE Summer 2014
In This Issue
Message from your ACHE Regent, Summer 2014
Message from the Chapter President
Guam Local Program Council
Recent Chapter Events
Regent Awards
Hawai'i Pacific Chapter Volunteer Award
News from the Education Committee
4th Annual Health IT Summit
Tuition Assistance Waiver Program
Summer 2014 Calendar of Events
Summer 2014 Education Calendar of Events
Summer 2014 Financial Report
Membership: New Fellows, Members, and Recertified Fellows
Health Care Management Executive MBA Program Recruiting and Program Update
POLST A Step Forward in Advanced Directives and Achieving the Triple Aim
National News - Summer 2014
Rejection-Proof Your Proposal
Avoid Wasted Time to Boost Productivity
Many thanks to our Sponsors!
Ensure delivery of Chapter E-newsletter (Disclaimer)
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No, I have sufficient face-to-face credits


Coral Andrews, FACHE

Darlena Chadwick, FACHE

Lance Segawa, FACHE

LT Joseph Fromknecht


Gidget Ruscetta, FACHE


Selma Yamamoto


Art Gladstone, FACHE

Micah Ewing, MBA

MAJ Charlotte Hildebrand, FACHE

Lt. John Piccone

Nick Hughey

Jennifer Dacumos

Stella Laroza


Martha Smith, FACHE


Avoid Wasted Time to Boost Productivity

How much time does your organization squander?  My colleagues and I gathered data about time use at one large company and found that people there spent 300,000 hours a year just supporting the weekly executive committee meeting.

Some of that time was productive, no doubt.  But organizations in general can be remarkably cavalier about how they invest their scarcest resource, the time of their people.

How companies can use time effectively is just one piece of a larger and ultimately more important puzzle:  how to increase the productivity of their people. Boosting human capital productivity (HCP), we have found, is a powerful and often-neglected pathway to better performance.

Our research quantifies what’s at stake.  Using a decade’s worth of data for the S&P 500, we looked at revenue per employee, a crude but useful measure of HCP.  Then we compared those figures with each company’s financial performance. Since revenue per employee varies widely among industries, we confined our comparisons to companies in the same business.

The results jumped out at us. The best companies—those in the top quartile of revenue per employee—did 30 percent better than their peers in return on invested capital, 40 percent better in operating margin and 80 percent better in revenue growth. Those differences contributed to a whopping 180 percent differential in total shareholder return over the 10-year period.

Predictably, the differences were larger in people-intensive businesses, like software development and smaller in capital-intensive industries such as semiconductor manufacturing.  But the leaders in HCP outperformed the laggards in every industry, including healthcare.  The difference in profitability, of course, makes a lot of sense—if you get more revenue per employee, chances are your costs are going to be lower than rivals and your profits higher.  But higher HCP also goes hand in hand with significantly higher growth rates, a correlation easy to overlook.

Many business leaders intuitively understand the connection between HCP and performance, so companies around the globe have been trying for years to improve productivity.  The most common approach is to cut head count and hope you can generate the same or more revenue with fewer people.  But how often does that work?  Many executives we talk to have led repeated restructurings, streamlinings and right-sizings in the years since the financial crisis, without much to show for it. At some point, most realize that they can no longer increase HCP by reducing the denominator of the revenue-per-employee calculation. Instead they have to focus on increasing the numerator:  the output they get from each employee.

So how can companies increase the numerator?  In our experience, the key is to look closely at five potential obstacles and assess where they stand on each one:

  • A company’s people may not be up to the job—the basic stock of human capital may lack the necessary skills to deliver great performance.

  • The company may have good talent, but it deploys those people in ways that limit their effectiveness and output.

  • The company may have great people and potentially effective teams, but its organizational structure interferes with high performance.

  • The way people interact and communicate may require too much time for the level of output generated. (That’s where managing your scarcest resource comes in.)

  • Finally, none of those may be the real issue—rather, it’s that your people aren’t sufficiently engaged or inspired to deliver their best work.

Take a look around you. Is anybody wasting your or your organization’s time?

—Adapted from “This Weekly Meeting Took Up 300,000 Hours a Year,” by Michael C. Mankins, Harvard Business Review Blog Network, http://blogs.hbr.org.

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ACHE Face-to-Face Education Program

It's finally here! The Hawai'i Program is a conference enabling you to obtain up to 24 Face-to-Face education credits toward your FACHE credential!

Hawai'i Program
Location: Hyatt Regency, Honolulu, HI
September 15-18, 2014
Member price:  $1,375; Nonmember $1,575



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