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Good afternoon. Welcome to Part 2 of our series, diving into flexibility for your team.If you missed Part 1, check it out here. How do you respond when your team and potential hires tell you that flexibility is their number one priority? One option is to give it to them. Catch the ball and lob it back into their court. Here is how.
Elevate your operation by listening to feedback There is a way to provide your team with exactly what they want- the ability to create their own schedule. Like all worthwhile ventures, this road less traveled requires more time and effort upfront but can lead to improved engagement among your team and a more stable schedule for the long term. Self-scheduling can be successful and support reduced turnover, reduced overtime, and improved quality of care, if it's done thoughtfully and communicated effectively. Here is the framework I have developed to maintain guardrails and implement self-scheduling among small teams.
Let's briefly review the five sections of the framework Goals As you begin the journey of creating your framework, it's essential to define the goals you will achieve, and that will guide your self-scheduling program. The three areas you need to address with specific and measurable goals are the outcome for the residents, the employees, and the business. Goals should not be set by you alone. They should be brainstormed and collaborated by the team involved in the program if you're preparing this program for the nursing staff on a specific unit, including those nurses and nursing assistants in defining the program's goals. Parameters To support your goals and the program's overall success, you must align on specific non-negotiable parameters. Self-scheduling will not work if you have a high vacancy rate in the department or unit you're looking to implement the program. Generally, an 8% or less vacancy rate is an excellent place to start. The parameters also help set the team's expectations and keep everyone accountable for the goals. Your organization is committing time and resources to pull this off; in return, a commitment from the employees is required. Self-scheduling is a great incentive to drive the behaviors you want to see from team members and sets the stage for accountability among the team. Tool I have implemented self-scheduling the old school way with paper and pencil schedules, and I have implemented self-scheduling using technology; the latter is the preferable choice. Although not required, scheduling software allows employees to communicate remotely, view schedules in real-time and makes life easier. Reach out to me for my recommendation on software solutions. Cadence For self-scheduling to be successful, you need the appropriate runway, so locking down schedules at least 60 days in advance is a vital part of the framework. In addition, with the team's input, you will need to determine a rotation or system for ensuring the team has fair access to their preferred shifts. Usually, a set rotation is the most acceptable system. Support Staff This is the aspect of the framework I see getting overlooked the most. It's not enough to have a 5% vacancy rate to make self-scheduling work. It would be best if you had a combination of PRN or per diem support staff and a float pool to cover your expected non-productive time. A basic formula for calculating the hours you will need to cover is as follows. Average leave utilization (FMLA, ADA, etc.)+ non-productive utilization (vacation, PTO, sick time, Covid impact)+ 10% of total scheduled hours (to offset vacancies). For example, if you average 80 hours per week of FMLA + 100 hours/ week of non-productive + 10% of total shift hours, you may land at 280 total hours/ week of coverage needed. This means you need enough PRN and float hours to cover 280 or 35 shifts each week. You can always turn to our partners at ShiftMed to help you with this need. As you begin your journey, look to start small. Introducing self-scheduling to an entire department or community will be a disaster. Pick a small area, unit, or department and run a pilot. Work out the kinks, pivot, and expand slowly.
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Grab your coffee and make it a great day. We appreciate you and your dedication to your team and residents. -Thank you!  |