Laboratory Staffing Principles

Study Notes

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.

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

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.

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.

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.

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.