1 / 15

Chapter 19

Chapter 19. Staffing and Scheduling. Staffing. The Joint Commission (TJC) surveys hospitals on the quality of care provided.

tangia
Download Presentation

Chapter 19

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 19 Staffing and Scheduling

  2. Staffing • The Joint Commission (TJC) surveys hospitals on the quality of care provided. • TJC does not mandate staffing levels but does assess an organization’s ability to provide the right number of competent staff to meet the needs of patients served by the hospital. (TJC, 2007)

  3. California Mandated Staffing Guidelines • California has mandatory staffing guidelines • California became the first state in the nation to require mandatory safe licensed nurse/patient ratios in all acute care hospital units. • Enacted in 1999, the legislation (AB 394) requires that additional nurses be added to a minimum ratio in accordance with a patient classification system based on the severity of the patient’s condition. • Nine other states have since enacted legislation and/or regulations: Washington DC, Florida, Illinois, Maine, New Jersey, Oregon, Rhode Island, Texas, and Vermont.

  4. Process of Staffing • Daily staffing refers to filling in open shifts on the current work schedule. • Scheduling refers to making work assignments for the next work period. It is done from 4 to 8 weeks in advance depending on the institution. • The staffing process culminates with a schedule (organized plan) of personnel to provide patient care services.

  5. Scheduling Variables • The number of patients, complexity of patients’ conditions, and nursing care required • The physical environment in which nursing care is to be provided • The nursing staff members’ competency levels, qualifications, skill range, knowledge or ability, and experience level • The level of supervision required • Availability of nursing staff members for the assignment of responsibilities

  6. Four Major Types of Staffing Systems • Centralized scheduling—Decision making occurs in a “centralized” location for the entire institution. • Decentralized scheduling—Decision making occurs with the nurse manager on the unit. • Mixed scheduling—Blends aspects of items 1 and 2. Individual units may manage staffing, but if they cannot fill open shifts, they might forward their needs to a centralized office. • Self-scheduling—Individual staff members schedule themselves. The nurse manager then works with staff members to fill empty slots.

  7. Pros and Cons of Centralized versus Decentralized Scheduling

  8. Future Scheduling • Pattern scheduling—Staff commit to work a set number of shift types in a given time frame. At the end of the time period, the pattern repeats (such as 3 weeks of day shift followed by 1 week of night shift, repeated every 4 weeks). Pattern scheduling can also include permanent shifts, block shifts, and rotating shifts. • Preference scheduling—Staff define their preference for shift type, days of the week, and unit. Defined rules can override preferences. • Rules scheduling—Based on an organization’s scheduling policies. Because it does not take pattern or preference into account, it is rarely used alone. • Self-scheduling—Scheduling needs are defined, and then staff on a rotating, first-come, first-served basis; sign up for available shifts.

  9. Pros and Cons of Scheduling Types

  10. Full-Time Equivalent (FTE) • 40-hour full-time work week • 52 weeks per year • Equals 2080 hours of work time per year

  11. Productive vs Non-Productive Time • Productive = actually working • Non-productive = benefit time (holidays, vacation, sick time, education time)

  12. Part-Time Staff • Broaden horizons beyond home • Increase income • Provide ego satisfaction • Maintain nursing skills • Continue education

  13. Temporary Agency Nurses • Usually a last resort • The staffing agency is a business that has a registry of nurses who have highly flexible schedules • Replacement staff from agency pools are expensive

  14. Travel Nurses • “Travelers” are per diem nurses working for a business that places them in contracted hospitals • Unlike agency nurses, travelers usually sign longer-term contracts with hospitals (3 to 6 months or longer)

  15. Overtime Concerns • Length of time that the nurse will be working. • The nurse manager must be careful to evaluate the exhaustion level of the staff. • There are documented instances of increased errors when the staff is exhausted (Garrett, 2008). • On a budget end, overtime may increase the dollars spent on care provided. • State labor law will need to be reviewed as well as union guidelines. They may define the number of hours required between shifts.

More Related