![]() ![]() Staff would have the choice and flexibility to work when and where they wanted beyond their core schedules. The program would ensure transparency into all open shifts available at the hospital and help reduce reliance on expensive contract agency personnel to fill the shifts. Staff could search for specific days or units where they were qualified to work, and make an online request to work the shift. Vacant shifts could be posted online, and the hospital’s staff could access and view available shifts using the Internet. Last year, GCH’s human resources department contacted Williams about an open-shift management program developed by Concerro. Surrounded by 15 local hospitals with more than 8,600 beds in a 30-minute radius, the competitive landscape for nurses is intense, and GCH frequently was short-staffed. Garden City Hospital is a 323-bed teaching hospital with 1,300 full-time staff, including 365 physicians and 500 registered nurses. It was extremely difficult to manage manually and was a reactive versus proactive approach to the problem,” explains Williams. ![]() ![]() “We were often spending over $100,000 a month in agency fees to fill multiple open positions throughout the hospital. “Despite all the effort involved, we were only filling a small number of the hospital’s open shifts with our own staff, and didn’t have the resources needed to meet patient care demands.”Īs a result, GCH found itself routinely faxing 12-15 local staffing agencies with open shift requests. “The process was a time-consuming challenge for front-line managers, without any rules, standards or consistency in how the hospital filled open shifts,” she says. Williams realized the system needed significant restructuring. Frequently, GCH was required to rely on costly contract agency staff or overtime to fill vacant nursing shifts. Like many hospitals, the process for filling open shifts at GCH was managed manually by posting unit-based lists and making manydaily phone calls to staff. Garden City Hospital President and Chief Nursing Officer Debra WilliamsĪs the hospital’s new vice president and chief nursing officer, Debra Williams was challenged to find a creative and reliable solution to ensure the effective use of existing nursing resources in a competitive labor market. ![]()
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