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Enhancing Casual Bank Staffing: A Redesign Initiative at Barwon Health

This project aimed to improve the integration and effectiveness of casual staff at Barwon Health. Historically, staff allocated to the casual bank lacked consistency in employment and orientation, often feeling disconnected and undervalued. We developed a fair and uniform hiring process, comprehensive orientation, and ongoing performance appraisals to enhance skill levels, confidence, and job satisfaction. As a result, casual staff report higher workplace happiness, better performance, and the organization has noticed a reduction in reliance on agency staff. This initiative has been recognized with a Certificate of Achievement at the Barwon Health Quality Awards.

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Enhancing Casual Bank Staffing: A Redesign Initiative at Barwon Health

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  1. Casual Bank RedesignPresenter: Ann HagueHospital: Regulus (McKellar Centre, Barwon Health)Key contact person for this project Ann Hagueannha@barwonhealth.org.au Ph: 03 5279 2206 3 September 2009 - Brisbane

  2. KEY PROBLEM • Historically staff were allocated to the casual bank after being unsuccessful for a permanent role at the facility • The employment process was not consistent • Casual staff did not have a ‘home’ Unit, often were inflexible with where they were prepared to work and lacked confidence • As they were not linked to a particular ‘home’ Unit, orientation was either not provided or limited to the requirements of the current shift & location • Casual staff did not feel part of a team and did not feel that they were viewed as contributors by permanent staff

  3. AIM OF THIS PROJECT • To develop a consistent process through hiring, orientation, performance appraisal, education and evaluation strategies to: • Improve skill levels, confidence, flexibility & retention rates • Improve organisation confidence in the capacity, safety and skill level of the Casual staff • Provide a mechanism for Casual staff to identify any issues • Provide a mechanism for the organisation to deal with any issues relating to Casual staff • Project commenced in 2006 • Managed within existing resources

  4. KEY CHANGES IMPLEMENTED • Fair and consistent employment process • General & specific orientation that ensures that new Casual employees are flexible and competent to perform basic skills of the role • Staff appraisals that allow for feedback to and from casual employee which has made them feel more valuable and increased their satisfaction • Education records indicate casual staff are accessing regular training • Surveys of casual staff indicate that they are much happier with their workplace • Verbal feedback indicates casual staff are now more inclined to put their views forward

  5. OUTCOMES SO FAR

  6. LESSONS LEARNT • Increased reliability & availability of casual bank staff decreases the need to use Agency staff • A casual workforce that is better prepared and supported in their roles leads to better performance overall • This is one of a number of strategies designed to reduce reliance on Agency staff • This project has recently received a ‘Certificate of Achievement’ Award in the annual Barwon Health Quality Awards

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