Although
this article focuses on staffing issues in hospitals, the following
concepts can be applied in any company that has employees working in
designated shifts.
Many hospitals are trying to double the staffing, ie, department heads are encouraged to adjust work schedules for employees to match the workload. This often amounts to little more than cajole employees to go home early during the census periods of low or when the workload is light. The problem is that full-time employees expect to earn full time pay, a reality that makes sending people full time in house short-term tactics at best.
What is surprising is how hospitals have explored the degree to which the hands of the labor force structure ties the department heads and unit labor costs. Here are the steps the hospital can take to facilitate the actual staffing You Flex to reduce costs, improve quality, and improve employee relations.
1. Analyze patterns of the department workload at the time of year, day of the week, each in turn. Compare current patterns of workload over current working hours of employees for the kind of work. If the structure of today's schedule of work the employee was determined long ago, making the assumptions on which it is based still have?
* To what extent the department to schedule your work? Many departments either do not try it or use dysfunctional systems programming. However, a fairly significant portion of the workload of most departments "can be programmed. That is, time is not critical or can be done at times that allow the Department to program to optimize the use of time department staff, greatly improving the productivity of the department.
* As a side note, assess the mundane tasks of day shift (especially office paper work and other work) that are not critical moments to determine whether some or all of these could easily be done on other shifts, in particular, changes which may have a large amount of time waiting. If there is a genuine operational reason to do so, consider the effect on workload redistribution of part or all of these tasks to other shifts.
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Many hospitals are trying to double the staffing, ie, department heads are encouraged to adjust work schedules for employees to match the workload. This often amounts to little more than cajole employees to go home early during the census periods of low or when the workload is light. The problem is that full-time employees expect to earn full time pay, a reality that makes sending people full time in house short-term tactics at best.
What is surprising is how hospitals have explored the degree to which the hands of the labor force structure ties the department heads and unit labor costs. Here are the steps the hospital can take to facilitate the actual staffing You Flex to reduce costs, improve quality, and improve employee relations.
1. Analyze patterns of the department workload at the time of year, day of the week, each in turn. Compare current patterns of workload over current working hours of employees for the kind of work. If the structure of today's schedule of work the employee was determined long ago, making the assumptions on which it is based still have?
* To what extent the department to schedule your work? Many departments either do not try it or use dysfunctional systems programming. However, a fairly significant portion of the workload of most departments "can be programmed. That is, time is not critical or can be done at times that allow the Department to program to optimize the use of time department staff, greatly improving the productivity of the department.
* As a side note, assess the mundane tasks of day shift (especially office paper work and other work) that are not critical moments to determine whether some or all of these could easily be done on other shifts, in particular, changes which may have a large amount of time waiting. If there is a genuine operational reason to do so, consider the effect on workload redistribution of part or all of these tasks to other shifts.
Click here to vist our website for more details
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