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Nurses Weigh In on Flexible Staffing Strategies

A Case Study About the Use of BidShift at Phoebe Putney Memorial Hospital

January 30, 2007 at 12:00 AM PST

Frances Marthone, RN, MSN
Assistant Vice President, Medical Services

During this program we will learn the steps that Phoebe Putney has taken to enhance staffing effectiveness, how their nurses are responding to these changes, how their goal of providing an environment in which nurse satisfaction thrives is being supported and in parallel how labor costs are decreasing.

About Phoebe Putney	Founded in 1911 Leading provider Southwest Georgia 440 beds Magnet Journey Community based-nonprofit Implemented BidShift May 2006
Effective Staffing Became Nursing Goal	Recognized we did not have handle on staffing Set Nursing Goal: Better manager labor costs Reduce reliance on contract labor Optimize use of internal resources
Decision to use BidShift	Address sign-up sheets Decrease stress for managers Fairness Collect, analyze and use data to improve program Optimize communication
Gaining Support for BidShift	Staff nurse’s buy-in key Promotion/communication high Nursing leadership promotion Big kick-off event Nurse Managers as champions Drawing for prize over first six weeks
Survey - Voice of the Staff	Program “owned” by staff 486 responded Survey conducted as 6 month review Give guidance in addressing issues Help determine: what was and was not working, identify issues
Ease of Use	87.76% view system as user friendly 68.39% getting fewer calls at home
Voluntary Floating	31.20% requesting shifts in other than home unit 75.49% view as a positive addition to the organization
Other Benefits	Automation and streamlined processes for centralized pool Supporting recruitment efforts-Agency nurses are converting to staff Supporting retention-increased satisfaction Decreases stress for Nursing Managers Reduction in Agency Use
Data Deepens Understanding	Multiple reports available Help to recognize patterns of use Using data to see opportunities for improvements Looking for patterns to drive incentives to where they are truly needed
What’s Next?	Further analysis of use trends Identification of true staffing problem areas Redesign incentive programs based on data Add other departments Better manager OT in specialized departments

“Move from an entitled culture to one of participation and engagement.”
~Frances Marthone