LABMAN - STAFFING AND SCHEDULING PDF

STAFFING AND SCHEDULING TRANSES BY: ASEOCHE - MLS 2D THE STAFFING PROCESS when they exceed 80 hours in a 2- week calendar period or work STAFFING:...

STAFFING AND SCHEDULING TRANSES BY: ASEOCHE - MLS 2D THE STAFFING PROCESS when they exceed 80 hours in a 2- week calendar period or work STAFFING: more than 8 hours in a single day. o The setting of long-term goals and objectives for the number and 40-Hour Rule: the types of personnel needed to o Wages and hour laws that require meet the labor requirements of the employers to pay overtime to laboratory. employees who work more than 40 hours in a 7-day calendar a) Types of personnel needed period. b) Staffing levels --------------------------------------------- c) Performing training d) Workload projections Traditional work schedules Alternative work schedules THE SCHEDULING PROCESS 1. The compressed work cycle 2. Flexible working hours SCHEDULING: 3. Job Sharing o Matching the people presently 4. Other alternative and innovative working in the laboratory with work schedules current workload requirements. STEPS IN MAKING SCHEDULE ISSUES AND FACTORS INFLUENCING SCHEDULE 1. Types of schedules DECISIONS 2. Staffing levels 3. Staffing pool 1. Availability of the staff 4. Schedule terminology and keys 2. Type and volume of work 5. Time Frame performed 6. Skeleton Stage 3. The workplace o Skeleton Schedule: WORK SCHEDULE – The first working draft of a schedule that posts only 8/80-Hour Rule: weekends and requested time o A special provision to the wage and off. hour law that allows health care 7. Routine Stage employees to work extended 8. Filling in the gaps periods of time outside the 40 9. Computer programs and posting hour rule and sets overtime pay  STAFFING AND SCHEDULING TRANSES BY: ASEOCHE - MLS 2D GENERAL COMMENTS ON STAFFING AND SCHEDULING FLOATERS: o A person who is able to work in many section of the lab and is assigned according to fluctuating daily and hourly workload needs. PROFESSIONAL EXTENDERS: o Technical and Clerical assistants who do tasks traditionally performed by a professional. MANAGEMENT OF WORK FLOW 1. The three W’s: What, Where and When 2. Micromanagement of work flow Workload priority Bulk or bottleneck management MANAGEMENT OF ABSENTEEISM Absenteeism defined and measured Absence: occurrence of an unscheduled absence. Absenteeism: a failure to meet the standard for attendance set by the laboratory. Absenteeism management plan