SUBJECT: LABORATORY MANAGEMENT

TOPIC: STAFFING AND SCHEDULING

organization so that job description, work standards and

STAFFING performance appraisal systems can be developed.
The setting of long-term goals and objectives for the FACTORS IN JOB ANALYSIS
number and types of personnel needed to meet labor
requirements of the laboratory 1. Working condition
2. Technology
FACTORS IN STAFFING 3. Job specifications
TYPES OF PERSONNEL NEEDED 4. Availability of labor
5. Personal interaction
- Depends of complexity of procedures, amount of 6. Legal aspects
supervision and support for the person, 7. Work flow
workload, turnaround time, testing 8. Work itself
methodology 9. Work process
STAFFING LEVELS FUNCTIONAL JOB ANALYSIS
- Level of service expected from each unit and the ➢ Employees are assigned to jobs for which they
workload have appropriate training and competence, a
major factor in assuring quality health care
PERFORMANCE TRAINING
services.
- Make sure employees are properly trained
JOB DESCRIPTION
starting from orientation
➢ A written statement that designates the tasks,
WORKLOAD PROJECTIONS
duties, working conditions and reporting
- Anticipating needs and matching the right relationships for a specific job.
people with the workload ➢ A tool that provides a means of communication
between the staff and the organization.
JOB ➢ A tool for assuring that the employee, supervisor
A collection of tasks, duties and responsibilities assigned and organization understand the duties of the
to an individual worker position.

JOB DESIGN BASIN INFORMATION IN THE JOB DESCRIPTION

▪ The process of organizing work into jobs Identification and headings

✓ Name of the facility
FACTORS THAT INFLUENCE THE MAKEUP OF A JOB ✓ Location of the work
▪ Organizational factors ✓ Short descriptive title of the position
▪ People issues (POSITION SUMMARY)
▪ Legal and union requirements Job specification
- A summary in abridged form of the formal
JOB ANALYSIS education skills and experience required to
perform the duties of the job and also included
➢ The process of collecting and analyzing
are any unusual physical requirements or
information about the tasks work flow and jobs
working conditions.
being done in an
 Reporting Relationships ISSUES AND FACTORS INFLUENCING SCHEDULE
- The person to whom the employee’s reports, DECISIONS
supervises
1. AVAILABILITY OF STAFF
Duties
▪ Skills of each worker (generalists/ specialist)
- List of the duties, tasks and responsibilities and
▪ Qualifications (license)
functions that define the job with the authority
▪ Flexibility (shift assignments)
scale.
▪ Number of persons available
▪ Priorities of duties – ranked according
2. TYPE AND VOLUME OF WORK PERFORMED
to their performance
▪ Tests offered, timing elements (hat tests will be
▪ Format of duty descriptions
performed during what period)
▪ Authority scale
3. THE WORKPLACE
▪ Performance and evaluation criteria
PHILIPPINE WORK SCHEDULES LAW

According to Philippine Labor Code:

▪ Normal work hours = not > 8 hrs./day (40

hrs./week)
▪ < 8 hours = part-time (in proportion to number
of hours worked)
▪ Overtime is work rendered beyond 8 hours
BASIC INFORMATION IN THE JOB DESCRIPTION o Exception: government employees,
managerial personnel, house-helpers
▪ Date of preparation and activation
and piece rate worker
▪ Approval signatures
STEPS IN MAKING A SCHEDULE
JOB DESCRIPTION AND EVALUATION CRITERIA
1. Select type of schedule
▪ Knowledge parameters – trainings and
2. Establish staffing levels
education requirements, quality
3. Develop staffing personnel pools
▪ Technical abilities – hands-on experience,
4. Determine format, terminology and schedule
physical skills and talents, quantity
keys
▪ Judgment factors – degree of autonomy in
5. Set posting time frame
decision making
6. Prepare skeleton stage
▪ Relationships – communication routes,
7. Complete routine scheduling stage
supervision status
8. Fill in gaps
▪ Attendance and reliability expectations
9. Post schedule
regarding technical and physical demands of the
workload CATEGORIES OF SCHEDULES

SCHEDULING ▪ Simply lists of attendance

▪ Work assignments
“Matching the people presently working in the ▪ Combination
laboratory with current workload requirement.”

Builds on staffing information and focuses on matching

people on a day-to-day basis with the fluctuating work
load of the laboratory.
 STAFFING LEVELS

The staffing requirements for a shift

STAFFING PERSONNEL POOLS

▪ Senior MedTechs (specialists) – 2

▪ MedTechs (generalists – 8
▪ Laboratory technicians – 2 FLOATERS
▪ Phlebotomists -5 - A person who is able to work in many sections of
▪ MedTech - Phlebotomists -4 the laboratory and is assigned according to
▪ Receptionists -3 fluctuating daily and hourly workload needs.
▪ Histopathology technicians -2
PROFESSIONAL EXTENDERS
SCHEDULE TERMINOLOGY AND KEYS
- Technical and clerical assistants who do tasks
C = Chemistry traditionally performed by a professional
U Urinalysis (Clinical Microscopy)
ABSENCE AND ABSENTEEISM
H = Hematology - Occurs any time a person is not at work when
P= Phlebotomists scheduled.
- Occurrence of an unscheduled absence
OL = On leave
ABSENTEEISM
TIME FRAME
- A failure to meet the standard for attendance set
▪ Schedules are frequently posted for either 1 by the laboratory
month or 4 weeks
▪ Final schedule should be posted at least 2 MANAGEMENT OF ABSENTEEISM
weeks prior to the end of current cycle - Clearly defined policy on when absenteeism
SKELETON STAGE becomes a corporate problem
- Measurable and objective criteria for monitoring
A working draft that includes weekends and requested attendance
time off - Plan for following and correcting a problem at its
earliest stage.