Healthcare organizations depend on their workforce, but workforce management is often highly reactive.

A sick leave occurs.

A vacancy remains open.

Occupancy increases.

One unit faces a staffing deficit while another has temporary capacity.

The immediate response is frequently overtime coverage or additional staffing.

But what if the problem is not only the number of professionals available?

What if part of the problem is how quickly the organization can see imbalance and act on it?

This question was central to our recently published study, Visual Management of Nursing Staffing to Improve Workforce Balance and Reduce Overtime Coverage: A Longitudinal Quality Improvement Study, published in IJQHC Communications.

The intervention combined a visual Kanban-based workforce board with a structured staff redeployment process.

Rather than adding new staff, the objective was to make existing capacity more visible.

The system brought together information on scheduled staffing availability, absenteeism, hospital occupancy, internal redeployment, overtime coverage events, and related expenditure.

The underlying logic was relatively simple:

See imbalance earlier.
Coordinate resources sooner.
Use overtime only when internal balancing is insufficient.

What did we observe?

Before implementation, mean monthly overtime coverage was 108.8 events.

After implementation, it decreased to 23.4 events — a reduction of 78.4%.

Mean monthly overtime-related expenditure decreased from BRL 22,221.69 to BRL 6,071.42, representing a 72.7% reduction.

Interrupted time-series analysis also identified a substantial immediate level reduction following implementation.

During follow-up, 459 staff redeployments were recorded, with estimated avoided expenditure of approximately BRL 99,916.

Importantly, these changes occurred while hospital occupancy remained sustained.

These findings should still be interpreted carefully.

This was a single-centre quality improvement study. The intervention was temporally associated with the observed changes, and further controlled or multicentre studies are needed before assuming that similar results will necessarily occur in other settings.

But beyond the numbers, the study raises a broader question about healthcare management.

Is workforce visibility a governance capability?

Visual management is frequently associated with Lean Healthcare.

We often think of visual boards as tools for improving communication, reducing waste, or tracking operational performance.

But their value may go further.

Visibility changes the conditions under which decisions are made.

When staffing deficits and available capacity can be seen together, managers are no longer working only with isolated information.

They can compare demand and capacity.

They can identify imbalance earlier.

They can coordinate across departments.

They can decide whether internal redeployment is possible before requesting additional coverage.

In this sense, visual management becomes more than a dashboard.

It becomes part of a governance routine.

From reactive staffing to workforce governance

This distinction matters.

Reactive staffing asks:

Who can cover this gap today?

Workforce governance asks:

Why did the gap emerge, where is available capacity, how can we respond consistently, and what can we learn from the variation?

The first solves an immediate problem.

The second builds organizational capability.

This perspective also connects with our previous research on organizational maturity and quality governance.

In our longitudinal study, Organizational Maturity as a Tool for Quality Governance, we observed that organizational maturity involves the progressive development of capabilities for coordination, monitoring, standardization, and sustained improvement.

The visual workforce intervention provides a practical example of how those capabilities can become operational.

Organizational maturity creates conditions for governance.

Governance structures information.

Information creates visibility.

Visibility improves decision-making.

And better decisions can change operational outcomes.

The dashboard is not the intervention

There is another important lesson.

It would be easy to conclude that the dashboard produced the result.

That interpretation would be too simplistic.

A dashboard without a management routine is only a display.

Data without accountability are only information.

Visibility without authority to act does not change operations.

The intervention depended on the combination of:

• timely information;

• managerial coordination;

• clear redeployment processes;

• leadership engagement;

• operational routines;

• and the ability to act on visible imbalance.

Technology and visual tools supported the process.

Governance made the process actionable.

A different way of thinking about workforce efficiency

Workforce efficiency should not mean simply reducing staffing.

In healthcare, that interpretation can be dangerous.

A more useful question is whether organizations are capable of aligning available capacity with changing demand while preserving safety, quality, and staff experience.

This requires balancing several dimensions simultaneously:

patient demand;

workforce availability;

clinical workload;

absenteeism;

occupancy;

financial sustainability;

and staff well-being.

Our study does not answer all of these questions.

Patient safety, care quality, and staff experience remain important outcomes for future evaluation.

But it provides an operational signal worth exploring:

better visibility may help hospitals use existing workforce capacity more intelligently.

For healthcare leaders, this leads to practical questions:

Can we see staffing imbalance before it becomes overtime?

Do we know where temporary capacity exists?

Are occupancy and staffing data analyzed together?

Can units redistribute resources safely?

Are staffing decisions supported by shared information?

Do we learn systematically from recurring coverage needs?

These questions move the discussion beyond scheduling.

They move it toward workforce governance.

Perhaps the most important lesson from visual management is therefore not about the board itself.

It is about what becomes possible when an organization can see its own operations clearly enough to act before variability becomes crisis.

Related research

Diniz Rodrigues Filho RN, Barbosa MCP, Miranda GFS, Morais LG. Visual Management of Nursing Staffing to Improve Workforce Balance and Reduce Overtime Coverage: A Longitudinal Quality Improvement Study. IJQHC Communications. 2026. DOI: 10.1093/ijcoms/lyag046.

Diniz Rodrigues Filho RN, Morais LG. Organizational Maturity as a Tool for Quality Governance: A Longitudinal Study in a Brazilian Hospital. IJQHC Communications. 2026. DOI: 10.1093/ijcoms/lyag022.