Sample of a 12 Hour Shift Schedule by qpz10918

VIEWS: 2,126 PAGES: 18

Sample of a 12 Hour Shift Schedule document sample

More Info
									            Resident Centered Staffing™:
              12-Hour Shift Approach

                    Oklahoma Association of Homes
                  and Services for the Aging (OKAHSA)
                             15th Annual Meeting,
                       Educational Seminars & Exhibition
Dan Gray, President
                               March 10, 2010
AGENDA


•   Staffing and Operations
•   Employee Buy-In
•   Implementation
•   Resolving Challenges
4 CRITICAL AREAS OF SCHEDULE CHANGE



       Staffing and
                       Employee Buy-In
        Operations




                          Resolving
      Implementation
                         Challenges
BEST PRACTICE
12-HOUR SHIFTS

•   Minimizes number of shift changes
•   Eliminates shift overlap for CNAs
•   Provides the same number of staff
•   Provides consistency of staff
•   Prefers full-time staff
BEST PRACTICE
12-HOUR SHIFTS-SAMPLE SCHEDULE
STAFFING

  In order to have 3-day weekend on Friday,
   Saturday, and Sunday, pay period cannot end
   on Thursday or Sunday
  Weekend differential can be eliminated
  Shift differential is paid only on night shift (7p
   to 7a)
STAFFING

• Use day shift staff pattern for Day 12 and night
  shift staff pattern for Night 12
• Team approach allows reduction of nurse
  management (e.g., Unit Manager or House
  Supervisors)
OPERATIONS
OVERTIME

 Must be based on over 40 hours not 8 over 80
 Overtime versus idle time
  - One idle hour = wages and benefits—all
    nonproductive
  - Overtime assumes productive work
  - Overtime can be more cost-effective
 Most nursing home staff day and evening shifts
  the same—overstaffing between 7p and 11p
OPERATIONS
FACILITY BENEFITS


 • Reporting to the same people at the
   beginning and end of shifts
 • Residents served by the same nursing staff
   increases consistency of care
 • CNAs and nurses are on the same team
   and have the same days off, which reduces
   call-offs due to peer pressure
OPERATIONS
FACILITY BENEFITS

• Improved recruitment
• More staff to feed evening meals and return
  residents to bed
• Less shift-to-shift complaints—problems are
  easier to resolve with only two shifts
• Less wasted time for reporting with only two
  shifts—units are quieter at 3p
OPERATIONS
FACILITY BENEFITS


 • Scheduling is simple—just fill in names each
   month and adjust for vacations and/or holidays
 • Less complaints
    – Working long stretches
    – Too many weekends—12-hour shifts gives
      off every other weekend (Fri/Sat/Sun)
EMPLOYEE BUY-IN
TIME-OFF

 More days off in a two-week pay period (e.g.,
  7 days versus 4 days)
 Never work more than 3 days without 2 days
  off—3 day stretch is only once every two
  weeks
 Employees have a long weekend (Fri/Sat/Sun)
  every other week
EMPLOYEE BUY-IN
INCREASE CONTROL


 • Can plan their schedules since the
   days off are known in advance
 • Only need to use 24 hours of PTO to
   be off for 7 days at a time
 • Feels more like working part-time with
   full-time benefits
EMPLOYEE BUY-IN
LESS EXPENSE

 Transportation
 Laundry (Uniforms)
 Child care
EMPLOYEE BUY-IN
IMPROVED RESIDENT CARE

• Consistent full time staff
• Residents receive care from the same 4
  CNAs and 4 nurses
• Increases productive hours of care due to
  elimination of shift change
IMPLEMENTATION
CHALLENGES

 • High absenteeism (> than 2% call offs)
 • Work force with second jobs
 • Work force relying on public
   transportation
 • Child care
 • Older staff
 • Heavy medication pass at 9p
IMPLEMENTATION
CHALLENGES-POSSIBLE SOLUTIONS

   Explore together how to support the process
    of implementation in such a way that would
    benefit all
   Could staff interact and plan together for
    implementation in their facilities?
   Could staff work out the schedule
    themselves?
   Develop or contract child care services to
    cover 12-hour Day shift
QUESTIONS




1501 Greer Lane
Signal Mountain, TN 37377
423.517.0567 ▪ 423.517.0568 Fax

dan.gray@consulting-cds.com
www.consulting-cds.com

								
To top