call offs

SOmething positive? Do you mean rewarding them? We have a "wellness day" paid out if you do not call in for 4 months. The staff laugh at it, because they can call in for two days and get sick pay for it (mini vacation). They do not need a doctor's slip unless they call in for the third day.

So..... 3 absences = verbal warning

5 absences =1st written warning

7 absences =2nd written warning

8 absences=suspension

9 absences=termination

Call in on Sat or Sun is each counted as a separate day, and you need to make it up on your next weekend off.

2 tardies =one absence

One No Call/No Show=suspension

Two NC/NS=termination

Seems like the only thing they understand is the negative

Wow! Our policy is:

2=Verbal warning

3=written warning

4=Suspension

5=Termination

They USED to give away $25 gas/grocery cards per month of no call-ins, which seemed to work pretty well. I guess the costs outweighed the benefit, so they dropped it. Too bad. There has been a lot more call-ins since they stopped the program. I wish they would "give away" PTO time or something in it's place, like a free lunch for x amount of days w/o calling in. (Y'know some of the food gets thrown out anyway). Of course, absences are counted in evals, so the more we miss, the less we get in raises and PTO time. How about whoever misses is put on a "call-in" list? That way, when someone else calls in, whoever is next on the list is REQUIRED to come in, and is counted as an absence if they don't? That would also take care of the problem of finding someone to come in, and would also deter someone from calling in in the first place. I would rather work my scheduled shift than to be called in on my day off. It would definitely work for me!

No suggestions, just an observation. When the staff gets tired or angry or feel that "they" don't care about them or the job they do the the call offs increase.

We tried a financial reward for those who respected their work schedules and made no changes (unless really justified - like being hospitalized for appendicitis and the like). Some workers enjoyed the benefit and most scoffed and didn't care. Filling the shifts can be a time-consuming pain and I know of one DON who only gives new workers 75% shifts so they will be hungry to work extra hours to fill the empty shifts due to call-offs. After a year or so she ups them to full hours. We don't feel that is right. Bottom line- those who call in last minute show zero responsibility and are likely to be unreliable workers in other areas. They get only day hours (as opposed to weekends or nights) until we see that they are committed to the job. Doesn't always work. Bottom line- if the pay was better, maybe there would be less call-ins!!

We tried a financial reward for those who respected their work schedules and made no changes (unless really justified - like being hospitalized for appendicitis and the like). Some workers enjoyed the benefit and most scoffed and didn't care. Filling the shifts can be a time-consuming pain and I know of one DON who only gives new workers 75% shifts so they will be hungry to work extra hours to fill the empty shifts due to call-offs. After a year or so she ups them to full hours. We don't feel that is right. Bottom line- those who call in last minute show zero responsibility and are likely to be unreliable workers in other areas. They get only day hours (as opposed to weekends or nights) until we see that they are committed to the job. Doesn't always work. Bottom line- if the pay was better, maybe there would be less call-ins!!

Not to go OT, but isn't it amazing how universal the problems are? (Note the above poster's location.)

My unit used to have the lowest call off rate in the hospital. What worked: Our director treated us with respect and professional courtesy. When we were busy almost everyone was willing to pick up time to help the unit out or juggle thier schedule to meet the units needs. When we were slow our director would take anyone out of the staffing pool that wanted an LOA-providing the other critical care area were staffed. We self scheduled and were allowed to make any changes as long as the unit was covered by qualified staff. If the unit quieted down and someone wanted to leave a few hrs earily- good, it helped the bottom line. We were asked before they pulled our NA to another floor. We were included in decisions about unit policy, staffing patterns, cost containment, equipment, and practice protocals. As a rule we respected our director and our director respected us.

Now we have a new director and we have one of the highest call off rates in the hospital. If the unit quiets down someone floats to help the bottom line. It isn't unususal to work short one day and float the next or worse float someone and work short. No changes in the schedule are allowed unless pre approved. We float everywhere in the hospital needed or not,-frequently 2-3 different floors just so they can find something for us to do- LOAs are unheard of. Our NA and Uint Clerk are pulled constantly busy or not, the needs of the patients and the safety of the staff are of the lowest priority. All decisions are made from "on high". The staff nurses opinion isn't needed or wanted- if you have a better way of doing things feel free to quit and go somewhere that does it that way is the philosophy now.

Sorry my reply was so long but my point is people will live up or down to the expectations of them. If you treat your professional staff as valued members of the health care team then they will act as such and you can depend on them to show up to do the job the were trained for. If you treat your professional staff as fast food employees then you can expect them to respond in kind- it's sunny, I think I'll call off and go to the beach- it's not like I'm vey important anyway.

Thank you all for your insight. It is sad that it is such an universal problem. However, SUANNA, said it best "treat them like fast-food employees and they will act as such"

[i]

My unit used to have the lowest call off rate in the hospital. What worked: Our director treated us with respect and professional courtesy.. We were included in decisions about unit policy, staffing patterns, cost containment, equipment, and practice protocals. As a rule we respected our director and our director respected us.

Now we have a new director and we have one of the highest call off rates in the hospital. No changes in the schedule are allowed unless pre approved. Our NA and Uint Clerk are pulled constantly busy or not, the needs of the patients and the safety of the staff are of the lowest priority. All decisions are made from "on high". The staff nurses opinion isn't needed or wanted- if you have a better way of doing things feel free to quit and go somewhere that does it that way is the philosophy now.

If you treat your professional staff as fast food employees then you can expect them to respond in kind-

This is all common sense and I am sorry that your new director is so obsessed with control. But I think that the problem is more than what you write- because we show a tremendous amount of respect to our staff- constantly praising what is good and thanking them for their hard work and patience. we take into account their input even when it clashes with the families requests. What we can not give (despite our best efforts) is a salary commensurate to their efforts, we do award employee of the year (twice a year to 2 employees) with an expensive, fancy dinner for 2, but its not the same as a decent salary. We try to grant work schedules that fit each persons specific needs and allow flexibility- but as you said- the lure of the beach on a sunny day is stronger than the lure of a lousy salary (which is the same all over!) Some work other jobs and if they can make more elsewhere- guess where they're going!! Again- we just persevere and try to maintain the highest possible care to our patients! Nice to know we are not alone out there!!

I implemented a self scheduling system with about 5 basic rules. It really cut down our call offs. If you want more details let me know.

Laura RN:nurse:

Sorry, I guess I can't PM yet, so I am going to repond to everyone.

Here were my rules:

1. Every employee must work the number of days that they were hired for each week. (and hired shift)

2. Each employee must work every other weekend.

3. The blank schedule was posted and removed within one week (same time every month). If someone didn't fill it out, I did it for them. You must fill out your OWN schedule

4. Requested days off needed PTO slips.

5. No changes after the schedule was posted. You chose it you work it!

Most people scheduled themselves the same every month, and the call offs got cut in half. Also I got alot more employees after it started as word of mouth spread.

didn't solve all the problems but did help. I was scared to death to try but for me it worked.

Might be worth a try

Laura

I'm an aide in a LTC facility...My boss, the DNS, fills out our schedule...Most of us have set schedules...Nice most of the time, except the same aides get every weekend off, same for the nurses...OH wells...This will actually work in my favor when I go back to school (September)...Anyways the rules our you can call out one day, if you call out the second day a dr.'s note is required and you get paid sick time. If you call out on the weekend a dr.'s note is required. If you call out the day before, day of, or day after a holiday you don't get holiday pay.

I used to work at a place that took everyone who had no call-ins in a three month period and drew names for $50. I think they picked four names a month. I won it three or four times in the year and a half that I was there/ It doesn't offer a lot of incentive not to call in since you only have a chance at getting the $$$, but it rewards the people who actually show up like they are supposed to.