STAFFING SERVICES REDESIGN PROJECT. Presented by: Gentil Mateus Regional Director Human Resources Lee VanMeter Project Lead, Staffing Services Redesign June 23 rd , 2008. Interior Health Facts. Area Population: 693,000 Budget: 1.2 Billion 35 Acute Care Sites
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Regional Director Human Resources
Project Lead, Staffing Services Redesign
June 23rd, 2008
TALKED individually with Mgrs
Looked at Casual
Interviewed 550 CASUALS by telephone
Analysed a full year of PAYROLL DATA
ANALYSED COSTS of Existing Scheduling Offices
Business Planning Methodology
The Evidence showed:
How demand was being filled
Productive time used
Type of labour being used
End of Shift O’time
Short Notice Leave Relief
Full Shift O’time
Advance Notice Leave Relief
Regular shifts from rotation lines
Permanent Staff paid straight time
Created an Achievable Vision for the Future
Projected Benefits of Future State Vision
Vision was:To standardize the staff scheduling and utilization processes throughout Interior Health
To deliver extraordinary service to
Interior Health by providing highly
responsive staffing solutions and
workforce planning, in order to
contribute to the delivery of safe,
quality healthcare by Interior
Health now and into the future.
Collaboration and Participation were at the heart of the design methodology!
Design Team process was a great success. Group created 22 work flows and came to a consensus on all but one of them.
Overall, the group was amazed that people from all walks of life came together, with own agendas, own history and cynicism yet, through the process, realized that we are all working towards the same goal.
“These were the most productive meetings of my career”
“If everybody in my workplace could feel a little of what went well here, it would be a better place to work.”
“I came with a lot of cynicism and little hope. I’m leaving with a lot of hope and little cynicism.”
Feedback from the Design Process was extremely positive!
Key to Success: Transition Teams
The Workforce Innovation Consultant plays a pivotal role within the Staffing Service Centre. They hold a dual responsibility for supporting managers in identifying and addressing the root cause problems for overtime, sick time and staff retention. In addition, they support relief staff to improve their work experience and job satisfaction.
Role with local management includes:
The Rotation Specialists work with managers and staff in an inclusive & collaborative process to determine requirements and provide creative solutions. Their goal is to improve employee satisfaction while meeting operational needs.
Provide services for all Collective Agreements
Collaborate with the BCNU/MOH Responsive Shift Scheduling initiative
Maintain a Central Database of Rotations
The Role of the Rotation Specialist
Relief Pool inclusive & collaborative process to determine requirements and provide creative solutions
Relief PoolStaff Utilization Unit
Regional Director, Employee & Labour Relations
Regional Dir, Staff Utilization
Local Structure in each HSA
HSA Management Team
Face to face time
Regular Service Scorecard results reported to customers
Workforce Innovation Consultant
Consolidated demand /
consolidated customer base
more effective service
External Recruitment Services
To measure, evaluate and improve the Staffing Service Centres’ performance
Factors for success originally identified by Steering Committee
QUESTIONS Centres’ performance