Becoming a Leading Practice Organization for Workforce Scheduling and Deployment

Becoming a Leading Practice Organization for Workforce Scheduling and Deployment
Pauline Rood
Leaders in Workforce Scheduling

Many executives, managers, front-line staff and scheduling staff share a common daily experience: The joint frustration of living inside a scheduling environment that needs to improve. It’s common that teams come together to try and nail down exactly what it is that needs to improve, and once they have identified it, teams will attempt to develop solutions for the best ways forward. Unfortunately, improvements generally come in blips and when they do the team finds themselves questioning whether the amount of effort and time spent was really worth it. The staff scheduling function is a machine, and an awesome and complex force with a variety of intricate links across the healthcare organization, whose environment is generally as complex. It is an epi-centre, like the heart that keeps the organization moving, to deliver healthcare services and match skill with patient need. Staff scheduling is an area that can quickly become overwhelming when trying to perform root cause analysis and improve.

We hear from most clients when first meeting they have had difficulty identifying and isolating what factors need improvement, and, is it really worth improving the environment? Centralized, de-centralized, on-unit scheduling or off-unit approaches, splits between short call and long range booking…many seasoned leaders have seen it all. And everyone still agrees that there seems to be room for improvement, and that we should find a way to bring consistency and standardization to the deployment of our biggest asset. After all, this is healthcare, where we administer consistent and standardized practices in our service delivery when caring for patients, and we should be doing the same when caring for our staff.

Given that the schedule is an intimate and emotionally charged place for staff because it is the interface between work and home, it is a priority for executive teams to improve the scheduling environment. Due to the intricacy of workforce scheduling and deployment, the corridors of the organization are vast to which its impact travels. It is critical that organizations agree on common elements to investigate potential improvements — and that the executive teams, managers, and others dedicated to making change are able to speak about staff scheduling using the same terms and a common language.

Workforce Edge’s Opportunity Assessment service offering does just that. It identifies the pain points, undertakes root cause analysis and current state assessment, creates a vision for the future and puts the business case on the table so organizations can see what is at stake, and what improvements may bring. Click the following link for a quick read on the first step to helping our clients make improvements, and realizing the value for their people and their bottom line, brought by improving their staff scheduling and workforce deployment environment.