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3 September 2009 - Brisbane

Casual Bank Redesign Presenter: Ann Hague Hospital: Regulus (McKellar Centre, Barwon Health) Key contact person for this project Ann Hague annha@barwonhealth.org.au Ph: 03 5279 2206. 3 September 2009 - Brisbane. KEY PROBLEM.

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3 September 2009 - Brisbane

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  1. Casual Bank RedesignPresenter: Ann HagueHospital: Regulus (McKellar Centre, Barwon Health)Key contact person for this project Ann Hagueannha@barwonhealth.org.au Ph: 03 5279 2206 3 September 2009 - Brisbane

  2. KEY PROBLEM • Historically staff were allocated to the casual bank after being unsuccessful for a permanent role at the facility • The employment process was not consistent • Casual staff did not have a ‘home’ Unit, often were inflexible with where they were prepared to work and lacked confidence • As they were not linked to a particular ‘home’ Unit, orientation was either not provided or limited to the requirements of the current shift & location • Casual staff did not feel part of a team and did not feel that they were viewed as contributors by permanent staff

  3. AIM OF THIS PROJECT • To develop a consistent process through hiring, orientation, performance appraisal, education and evaluation strategies to: • Improve skill levels, confidence, flexibility & retention rates • Improve organisation confidence in the capacity, safety and skill level of the Casual staff • Provide a mechanism for Casual staff to identify any issues • Provide a mechanism for the organisation to deal with any issues relating to Casual staff • Project commenced in 2006 • Managed within existing resources

  4. KEY CHANGES IMPLEMENTED • Fair and consistent employment process • General & specific orientation that ensures that new Casual employees are flexible and competent to perform basic skills of the role • Staff appraisals that allow for feedback to and from casual employee which has made them feel more valuable and increased their satisfaction • Education records indicate casual staff are accessing regular training • Surveys of casual staff indicate that they are much happier with their workplace • Verbal feedback indicates casual staff are now more inclined to put their views forward

  5. OUTCOMES SO FAR

  6. LESSONS LEARNT • Increased reliability & availability of casual bank staff decreases the need to use Agency staff • A casual workforce that is better prepared and supported in their roles leads to better performance overall • This is one of a number of strategies designed to reduce reliance on Agency staff • This project has recently received a ‘Certificate of Achievement’ Award in the annual Barwon Health Quality Awards

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