Laboratory Staffing Principles

Staffing

• Staffing involves setting long-term goals for the number and types of personnel needed in a laboratory.
• Types of Personnel: The lab needs medical laboratory scientists (MLS), medical laboratory technicians (MLT), clerical staff, and possibly professional extenders.
• Training: The lab must invest in training and ensure personnel are qualified for their roles.
• Workload Projections: This involves forecasting the laboratory workload to predict future staffing needs accurately.
• The 8/80-Hour Rule allows healthcare employees to work extended periods (over 80 hours in a 2-week period or over 8 hours in a single day) without overtime pay, as long as they do not exceed the specified limits.
• The 40-Hour Rule requires overtime pay for employees working over 40 hours in a 7-day calendar period.
• Staffing levels: The lab needs to determine both short-term and long-term staffing requirements to meet workload demands.
• Traditional work schedules are standard 8-hour shifts, typically Monday to Friday.
• Alternative work schedules provide flexibility, including compressed work cycles (working longer hours fewer days), flexible hours, job sharing, and other creative arrangements.

Scheduling

• The Scheduling Process involves:
  • Determining staff availability
  • Understanding the type and volume of work being performed
  • Considering the lab’s work environment
  • Taking into account staff preferences and work schedules

Scheduling Decisions

• The Skeleton Schedule is a preliminary draft that outlines weekends and requested time off.
• The Routine Stage involves filling in the skeleton schedule with regular work days.
• Filling in the gaps involves adjusting the schedule to accommodate fluctuating workload needs.
• Computer Programs and Posting are essential for creating, managing, and communicating the schedule to staff.

General Comments

• Floaters are valuable staff members who can work in multiple sections of the lab, adapting to fluctuating workload needs.
• Professional Extenders are assistants who perform routine tasks typically performed by a professional MLS or MLT.

Management of Work Flow

• The Three W’s (What, Where, When) are crucial for organizing and prioritising lab activities.
• Micromanagement of work flow involves monitoring tasks, managing workloads, and adjusting priorities as needed.
• Bulk or bottleneck management involves addressing areas of high workload or potential delays effectively.

Management of Absenteeism

• Absence refers to any unscheduled absence.
• Absenteeism refers to consistent or excessive absence, potentially impacting lab operations and affecting the quality of patient care.
• The lab needs an absenteeism management plan in place to address absences, manage staffing, and maintain efficient lab operations.

This quiz covers essential principles of staffing in a laboratory setting, including personnel types, training requirements, and workload projections. It highlights regulatory rules such as the 8/80-Hour Rule and the 40-Hour Rule, and emphasizes the importance of determining both short-term and long-term staffing needs.