Lets discuss why you guys think Metrics are bad

[zelman]

---

Members don't see this ad.

Chain pharmacists are the bane of this profession. They are simply tools used by the big box pharmacies to destroy the foundation of the community pharmacy. If you're a Walgreens or CVS pharmacist, congrats on being part of the problem.

Offer me a comparable job.

 

[Old Timer]

The stupidity is killing me. Again, don't respond to me if you aren't going to read my posts.

you = chain pharmacist

What does that mean to you? YOU are a chain pharmacist so YOU are complicit in all of this. I know that my post went right over your head because you lack the intellectual capabilities to understand what I'm saying. Why are you even bothering?

I glossed over the generalization and went to the specific accusations which I rebutted one by one. Let me explain this like you are 3rd grader in slow class. You make an accusation. It doesn't mean poo. You then back it up with specific facts. That is what I chose to demolish one by one. If your facts in support of the predicate statement don't hold water then logically neither does your predicate statement. Just because you say you=chain pharmacist doesn't make it so. Your arguments in support of your thesis statement is what causes your argument to be an epic fail.

 

[diastole]

I work for CVS and I'm suspicious of the metrics that they are using. In California, there was a 650 K fine because undercover agents in one county found that pharmacists were not counseling. Our district in particular was bad at this so whenever a patient said they did not receive counseling on a survey, we had to explain to the supervisor and the DM what happened. We did that for the latter half of last year. Then they took at metric out of the surveys and we haven't heard a peep about counseling again. So the cynic in me thinks that CVS took out that metric because they didn't want actual evidence that the pharmacists weren't counseling to avoid more lawsuits.

 

[CUpharmD2013]

There's nothing wrong with metrics. The goal of any pharmacy is to profit, and I am 100% behind this. The problem is when DM's are more concerned about managing numbers than they are about managing PEOPLE, which from my experience is most cases. Our DM manages metrics, not pharmacists, not techs, but merely numbers.

In my opinion, metrics are a checkpoint to see how the pharmacy is doing. Manage the people, and see how the metrics look for areas of improvement. It seems like in most big chains, metrics are a goal that must be met rather than an indicator of performance.

Not to mention that "walking customer to item" and calling a doctor to correct a mistake to save a patients life are not even measured in metrics (things like this actually hurt metrics because they consume time)

My personal opinion is that the low staffing of large chains is a much bigger problem than the need to worry about metrics... though low staffing makes it harder to meet metrics anyways so weather you care about metrics or not staffing seems to be the bigger issue in my opinion.

This. I've yet to meet a Sup or DM who values people enough to put them above the metrics. Then they wonder why the metrics aren't met. You need quality people to meet the metrics but if you don't retain quality people and treat them as just another number, then those are the results that you are going to get. We do not have control over whether or not people pick up their prescriptions or take their medications as prescribed. We can emphasize the importance of these behaviors, but we cannot MAKE someone do something. We should not be rated on whether or not someone picks up their medication or is compliant with it. If we are rated at all, we should be rated on how well we counsel patients on the importance of compliance. Also, a 4 (above average) on a survey should not be the same as a 1 (needs improvement). To me, that is a flaw in the calculation of the survey results.

 

[BenJammin]

I glossed over the generalization and went to the specific accusations which I rebutted one by one. Let me explain this like you are 3rd grader in slow class. You make an accusation. It doesn't mean poo. You then back it up with specific facts. That is what I chose to demolish one by one. If your facts in support of the predicate statement don't hold water then logically neither does your predicate statement. Just because you say you=chain pharmacist doesn't make it so. Your arguments in support of your thesis statement is what causes your argument to be an epic fail.

I forgot that you're a CVS pharmacist and therefore incapable of abstract thinking. My apologies for trying to get you to think outside the box and see motive behind actions. You poor thing.

 

[owlegrad]

I hate the metrics. I don't object to performance measuring per se, but measuring every conceivable aspect of my performance and grading me in every category against the top 10% of the company is eventually going to convince me I am a poor performer. Why they think that is going to motivate me to work harder (as apposed to completely demoralizing me) is totally beyond me.

 

[Sunshine98]

I hate the metrics. I don't object to performance measuring per se, but measuring every conceivable aspect of my performance and grading me in every category against the top 10% of the company is eventually going to convince me I am a poor performer. Why they think that is going to motivate me to work harder (as apposed to completely demoralizing me) is totally beyond me.

I feel the same way. And I do have a WORK ethic compared to the lazy people around me who make excuses. I sick of being told "I don't do enough" when the person telling me does less than me

 

[Old Timer]

I forgot that you're a CVS pharmacist and therefore incapable of abstract thinking. My apologies for trying to get you to think outside the box and see motive behind actions. You poor thing.

Listen genius, I think inside and outside the box, usually outside. I don't believe what corporate tells me nor do I support every action of my employer. I also understand their sole responsibility in our economic system is to the share holders. I understand their motivation pretty well. But I repeat, I do not support the things you claim I support and unless you have audio or video to prove it just STFU. I probably have been doing this longer than you have been alive and have forgotten more about pharmacy than you will ever know. You want to know what I think about an issue, ask me.

 

[Old Timer]

I hate the metrics. I don't object to performance measuring per se, but measuring every conceivable aspect of my performance and grading me in every category against the top 10% of the company is eventually going to convince me I am a poor performer. Why they think that is going to motivate me to work harder (as apposed to completely demoralizing me) is totally beyond me.

I look at this way. If you could get through pharmacy school, you can master these metrics. By master, I don't mean be in the top 10%. You are looking to get to the safety zone. The place where your scores are high enough to keep the suits off your back and high enough to stand a crapper of a month. There is nothing they could say that would make me think I am a poor performer.

 

[sosoo]

the metrics are required to run a successful business. a business without any performance measurement is doom to fail. the problem is not with the metrics. the problem was never about the metrics....... the problem is staffing. without proper staffing, the scripts don't sell itself. 24 hr stores often have 10+ pages of scripts. if there's no one to count the pills. how are u gonna sell? sometimes theres 20, 30+ pages of scripts waiting to be printed. but when ppl come to pick it up, we tell them we can't sell it to them. they're not ready. is that how profits are made? ..... when upper management comes to visit a store, they tell the DM and sup which day n when they are coming. so they all come running to clean up all the mess before their arrival. they simply want to have a blind eye on the situation. they don't want to come in with customers yelling and cursing at them. how is that for a store visit? why do they even bother with store visits if they don't want to know the truth? the real condition of the store?

 

[Dred Pirate]

the metrics are required to run a successful business. a business without any performance measurement is doom to fail. the problem is not with the metrics. the problem was never about the metrics....... the problem is staffing. without proper staffing, the scripts don't sell itself. 24 hr stores often have 10+ pages of scripts. if there's no one to count the pills. how are u gonna sell?

this is true - any business needs metrics to compare performance and to know if you are being successful. Where CVS fails is that they don't know how to use proper metrics, or how to dump the dumb old ones when they realize they are not giving them the info that matters.

 

[Sunshine98]

 

[josh6718]

WHY are you guys SO against performance metrics?

http://boston.cbslocal.com/2015/02/...escription-drug-errors-filled-by-pharmacists/

Furthermore, metrics enhance a business and make more money for the business. The last time I checked, pharmacy is a BUSINESS. Yes, it has elements of patient care, but you're dealing with thousands of dollars of medications.

You are also dealing with someone's life, which should be of great concern when performance metrics reach the point of putting a person's safety at risk.

Lastly, performance metrics all enhance the experience of a customer.

So would probably filling prescription combos for soma/oxy/xanax for any/every patient without a second thought or filling a Suboxone as early as someone asks. Makes me think back of a post from the onion awhile back-

http://www.theonion.com/articles/physician-shoots-off-a-few-adderall-prescriptions,35718/

 

[txpharmguy]

To us non Cvs

the metrics are required to run a successful business. a business without any performance measurement is doom to fail. the problem is not with the metrics. the problem was never about the metrics....... the problem is staffing. without proper staffing, the scripts don't sell itself. 24 hr stores often have 10+ pages of scripts. if there's no one to count the pills. how are u gonna sell? sometimes theres 20, 30+ pages of scripts waiting to be printed. but when ppl come to pick it up, we tell them we can't sell it to them. they're not ready. is that how profits are made? ..... when upper management comes to visit a store, they tell the DM and sup which day n when they are coming. so they all come running to clean up all the mess before their arrival. they simply want to have a blind eye on the situation. they don't want to come in with customers yelling and cursing at them. how is that for a store visit? why do they even bother with store visits if they don't want to know the truth? the real condition of the store?

To us non CVS pharmacists, how many rxs per page

 

[owlegrad]

To us non CVS pharmacists, how many rxs per page

15

 

[txpharmguy]

Quit being an abrasive, arrogant fool and have a conversation like a normal human being.

The basic theory of metrics and performance goals is fine, which is the only thing you're attempting to justify. But there are flaws with indiscretion in the application of performance standards.

First is about variable qualities that predetermine a store's success. One store in particular may have excellent long-term techs and dedicated staff pharmacists that are all enthusiastic about the entirety of dispensing medication, customer service, and corporate policy. This would be a godsend for most pharmacies. Corporate sees these guys and says "employees are capable of reaching these performance standards" and therefore sets the bar across the board. This is obviously a fallacy, as most pharmacies will have at least one person who doesn't fit that ideal image.

Now think about pharmacy location. The 24-hr store that is across the street from an urgent care / ER / doctor's office will obviously excel in script count, but may fall short in metrics for signing people up for store-specific savings clubs or register every customer for a rewards card- simply due to the immense amount of time needed to run 8 different insurance cards, apply two coupons, call the office to find out where the prescription is, wait on hold to find a patient's plan ID, etc. for the massive amounts of patients you are servicing. Corporate sees the positive performance, though, and states "stores are capable of reaching these numbers and wait times" and sets the bar across the board

The store with less volume but still adequate staffing may have more time to comply with all of those hoops designed to garner more customer information, and may even have more time for customer service needs secondary to simply having more time in between scripts. Corporate sees their positive performance and states "stores are capable of reaching these metrics" and sets the standard across the board.

And that's the problem! No store has the perfect combination of the above factors to be up to par with all of the standards! Meaning falling short borderline 'expected' to fall short, which corporate then USES to justify cutting hours, bonuses, raises, vacation bank, sick bank.... It's ridiculous, and sets up an environment of resentment between staff members and corporate, and between staff members and each other when one person is falling short in one area.

And godforbid we mention turnover rate for technicians, with the combination of tech-ing being a transition job for many, as well as having some (not a generalization here) not-so-bright people that settle for teching as their end-goal; all bringing down the success rate for meeting those godforsaken metrics.

This is why I'm out.

I agree with your assessment. The corporate executives expect every pharmacy in it's chain to deliver at a high level across the board. Certain metrics are probably only attained by stores staffed with seasoned employees, etc as you mentioned. The reality is that most places have average performers based on expected metrics. There are strong members at most stores, but there are low performers too, so that's why I say most stores are probably just average. A bonus is just that: a bonus. If I earn it, so be it. If I don't, I'm not going to kill myself over lofty goals. Last year, 25% of my bonus was based on receipt survey scores. (It's been reduced to 15% this year). We might get 10 people a month fill out those surveys (vs the 10000+ rxs we fill a month). Half a them are complaints that have no bearing on my pharmacy or staff. (Copay too high, etc etc). Gone are the days when you got a huge bonus for working at a busy store. It's just not worth it anymore.

 

[SpartanLaser]

Metrics causes pharmacy errors. Pharmacy is about patients, not a numbers game or **** turning red. I feel a lot safer and more friendly towards customers when I don't have to worry about stupid numbers and clocks. Somehow my independent pharmacy is rated higher in customer satisifaction than all the chains around the area. Also, it does not have silly metrics other than script count. So tell me how good metrics is good business?

It all boils down to good old fashioned customer service (without all the cvs gimicks) and script count. Not pcq, prescriber request calls, extracare scan rate, CSI, accuracy bypass scan rate, mcp, wecare, voicemail retrieval rate in 15 mins, action note follow thru (which doesnt count even half the time when you call), readyfill enrollment percentage, action by triage time, satisified with time to fill, myschedule optimization, and all the telemarketing tricks trying to boost script count but instead piss customers off. CVS and other chains add all these things in a stupid attempt to boost customer service and script count but it does nothing but overwhelm the already overworked/understaffed stores with 50+ things to worry about.

WHY DO chains make it so damn complicated to provide plain good customer service? Happy employees= nicer employees

 

[Sine Cura]

Why CVS myStore Health metrics are ******ed - specific examples

Adjusted scripts: YTD is a simple average of % to budget by month and not the real % to budget, so you can have a blow-out month but all months will be weighted equally. Also your region just lost a crap-ton of Medicaid scripts? Yep, that's your fault.
DOS > TIL: easier for stores with ****ty inventory management the year before to get a 5
MCE: have fun when 95% of your surveys are drive-thru
Satisfied with time to fill: double dipping with MCE
Rx Community Responsibility: ******ed auditors who can't read
myPatientCare: I choose not to waste time with cash loss reports

I am triple-challenged (WeCare, KPM, and MCE) and IDGAF

 

[Old Timer]

Why CVS myStore Health metrics are ******ed - specific examples

Adjusted scripts: YTD is a simple average of % to budget by month and not the real % to budget, so you can have a blow-out month but all months will be weighted equally. Also your region just lost a crap-ton of Medicaid scripts? Yep, that's your fault.
DOS > TIL: easier for stores with ****ty inventory management the year before to get a 5
MCE: have fun when 95% of your surveys are drive-thru
Satisfied with time to fill: double dipping with MCE
Rx Community Responsibility: ******ed auditors who can't read
myPatientCare: I choose not to waste time with cash loss reports

I am triple-challenged (WeCare, KPM, and MCE) and IDGAF

You are clueless. If you are failing on all of them you are the problem. You control the things you can control and don't worry about the things you can't.

 

[Sine Cura]

You are clueless. If you are failing on all of them you are the problem. You control the things you can control and don't worry about the things you can't don't give a **** about

FTFY

 

[BidingMyTime]

Also, a 4 (above average) on a survey should not be the same as a 1 (needs improvement). To me, that is a flaw in the calculation of the survey results.

This, hospitals are doing this to, we used to have a 1 - 10 ranking, rate an item 1 - 10, but a 9 counts as if it were a 1 (Now we have very poor-poor-fair-good-very good ratings.). This says to me, places are using these ratings as an excuse not to give bonuses, if it were really because they care what their customers/patients thought, then they would rate the scores honestly. There is no logical reason to count the 2nd from the top rating, the same as the lowest rating. Or if the business really wants to make it that black and white, then just ask yes/no questions, they don't, because they want people to think their rating really matters, like it really makes a difference if they put a middle rating, when in reality it doesn't.

So, staff is encouraged to "coach" patients to give the right (the top) rating. Which makes the ratings less than honest.

And that is the problem with metrics, there are always ways to skew them, the savvy managers play the game, sometimes to the point of dishonesty, to make the metric results look good (regardless of actual customer/patient service.) The managers who are honest, and don't mess around with the metrics, are the ones who aren't managers very long.

 

[CUpharmD2013]

I got in a shouting match today with my store manager in front of a few customers (fortunately/unfortunately) about him micromanaging customer service in the pharmacy. He comes into the pharmacy when there's a long line and pulls my techs off of production in the middle of counting (HELLO! Safety Production Video!) to help at the register. I told him point blank that I'd rather get a 0 on myCustomer than compromise patient safety. And his response was that I can't do that, customer service is the most important thing. What a warped mind he has, quite sad.

 

[BMBiology]

^^ the store manager probably has a HS degree! Welcome to the world of pharmacy

 

[ChalupaBatman86]

I got in a shouting match today with my store manager in front of a few customers (fortunately/unfortunately) about him micromanaging customer service in the pharmacy. He comes into the pharmacy when there's a long line and pulls my techs off of production in the middle of counting (HELLO! Safety Production Video!) to help at the register. I told him point blank that I'd rather get a 0 on myCustomer than compromise patient safety. And his response was that I can't do that, customer service is the most important thing. What a warped mind he has, quite sad.

I would tell him if he comes into the pharmacy and interferes again you will have removed by the police and then report it to the board. I had an assistant manager try to pull that **** once, did not hesitate to put him right in his place.