Consider all groups with flex time policy
Happier employees that's what Holly Hiryak, MNSc, RN, CHAM, director of hospital admissions/access services at University of Arkansas for Medical Sciences in Little Rock, AR, would like to see.
"I have just completed writing a policy for flex time and will be implementing this in my Medicaid office over the next month," she reports. "If they can balance their personal life with work demands, I expect they will feel more committed and less stressed." (See guidelines for the flex time policy.)
The policy outlines the guidelines for how flex time will be used, and very clearly defines the process.
Hiryak shared the policy with the human resources department and asked for its input and recommendations. "The HR dept can make sure your policy fits within the guidelines of the organization and meets all federal and state requirements," she says.
Three groups of employees
Hiryak says she has three distinctive groups of employees. The out-stationed employees don't have much flexibility, as they need to be at work during "business" hours. "However, they do have some, as there is always at least one other person at their site," says Hiryak.
The department's three applications specialists also don't have much flexibility, but they do have some but only if they negotiate with one another. "Of course, they still have to involve a manager to make sure coverage is appropriate," says Hiryak.
For instance, an employee can come in early and the other work a little later. "They always need down time to process applications," she says. "We need someone on site by 8:30 and someone here and available to take apps up to around 5:30. They can come in up to two hours before the 8:30 start, and be here until office closes at 6:30."
Then there are the caseworkers, who do most of their work behind the scenesthey are most flexible. "They pretty much can get their hours any time during the one-week segment of a pay period," says Hiryak. All of these three groups have indicated they will take part in some form or fashion, she adds.
Staff save money
Retaining talented employees "will continue to get more difficult," predicts Yvonne A. Chase, section head of patient access and business services at Mayo Clinic Hospital in Phoenix. "We are trying to explore several options regarding improving morale and reducing turnover."
These include job sharing, 12-hour shifts, and telecommuting. Of these three options, telecommuting has proved to be the most popular.
"This has allowed us to be more productive and efficient. Employees feel as if they got a raise," says Chase. "They are saving money on fuel, work clothes, and wear and tear on their vehicles. Often we hear that they gain an additional two hours in their day."
Chase points to industry reports that indicate that telecommuting programs can improve quality, productivity, and lower operational expenses.
However, access managers were met with several challenges when the project was first started, most involving technology. One obstacle was the inability to print, so technology was implemented that allows staff to take a picture of a necessary document and fax it via their desktop computers.
As for job sharing, Chase says she has found that this only works if you have two dedicated employees working together. "This is sometimes difficult, because everyone has a different work style," she says. "We have also asked that as a job share team that they would cover for each other's paid time off. This has been a challenge because of family and school schedules previously committed to."
Chase says that 12-hour shifts are used in the hospital's emergency registration area. This model allows staff to have three days on and four days off. Most of the staff members who have taken advantage of this do so in order to attend school.
"To date, we have had three employees complete their nursing degrees, which is a win-win for our organization," says Chase. "It also allows less travel to and from the job site."
For more information, contact:
- Yvonne A. Chase, section head patient access & business services, Mayo Clinic Hospital, 5777 East Mayo Boulevard, Phoenix, AZ 85054. Phone: (480) 342-2642. E-mail: [email protected].
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