Flexible working is all the rage these days, and hospitals can't escape the trend either. The white paper ‘Flexible working in hospitals: OM and HRM perspective’ by our MINOZ research centre is the fruit of last year's efforts. It examines what flexible working means for the organisation and the employee, how the two perspectives can be brought into balance and which forms of flexible working are relevant for hospitals. Illustrated with practical examples, it offers food for thought for organisations which would like to introduce flexible working themselves.
How can you ensure an optimal response to the growing demand for care, despite increasingly tight budgets and without overwhelming the care staff? By focusing on four dimensions: public health, patient experience, care costs and the wellbeing of the care staff – the so-called quadruple aim. Flexibility can help with this. From an operational management perspective (OM perspective), flexible working is used to improve the coordination of the care demand and supply. The HRM perspective also regards flexibility as a means of improving the work-life balance.
In Belgian hospitals, each nurse looks after an average of 8 to 10 patients. Is this figure high? The workload is only higher in Spain, with 12 patients. In the rest of Europe, each nurse only takes care of an average of 7 to 8 patients. In order to coordinate the demand and supply as efficiently as possible, you need to be able to estimate the demand for care. And this is exactly where the problem lies: the demand displays major fluctuations, both daily (with a peak in the morning) and during the year (with a peak during the winter months). Although various care weighting models exist, they require a great deal of data. This data cannot always be recorded, however, partly because of a lack of time. And even though digital technology can offer the nursing staff a helping hand, data recording remains an extra stress factor. All the same, it is worth charting the daily workload as this makes it possible to distinguish quiet departments from busy ones and adjust the workload accordingly. The white paper includes two examples of workload measurement tools as developed and used by University Hospital Brussels and the Jan Yperman Ziekenhuis hospital.
From an OM perspective, there are various ways of responding to the variability of the demand for care.
The forms of flexibility described above fall under the heading of volume flexibility. The white paper also briefly discusses mix flexibility (offering different services) and the impact of network formation on this form of flexibility, delivery flexibility (the possibility of changing the place and time of the services provided; for hospitals, flexible examination times are virtually the only possible form of delivery flexibility) and product/service flexibility (the possibility of introducing new products or services), focusing on the advantages and disadvantages of technological progress.
From an HRM perspective, flexible working offers a method of providing employees with sustainable employment by focusing on workable work and a pleasant working environment. The white paper discusses various forms of flexibility which contribute to this.
Sustainable staff deployment involves keeping work pressure under control in order to limit the risk of depression, burnout and absence through illness. Work pressure – the relationship between the workload and the capacity of the employee – cannot be measured objectively, unlike the workload. After all, the capacity depends on numerous personal factors which determine the amount of stress an individual can handle. Although OM and HRM have different starting points, the two perspectives are not necessarily incompatible or contradictory. However, good communication and collaboration between all the parties concerned are essential in order to ensure a good balance between the workload and capacity of the employee. A significant role is played by the managers here.
Motivation is an important factor which determines whether or not employees are prepared to go along with flexible working. Motivation is achieved not so much through financial means as by giving employees autonomy, providing them with the opportunity for personal and/or professional development and by ensuring that they are familiar with the aims of the organisation, so that they understand how their work fits into the bigger picture.
However, motivation alone is not enough. Flexible working also demands a certain mindset from employees – a mindset which focuses on growth and change. All the same, everyone has a limit when it comes to flexibility. People need stability in order to feel competent. It is therefore important to create the right context first, before communicating about what will and will not change. This also avoids emotional reactions gaining the upper hand.
When focusing on flexible working and its impact on the employee and organisation, we must not lose sight of the patient. When attempting to achieve multidisciplinary, integrated care which revolves around the patient, communication between the various parties is essential in order to optimise the patient experience.
Between dream and deed, as the Belgian poet Willem Elsschot wrote, are laws that bar the way and problems stark and plain. There is no lack of creative ideas when it comes to flexible working, as is evident from the affiliated hospitals' contributions to the white paper. Unfortunately, financial and/or legal restrictions mean that not all ideas are equally feasible. Finally, the paper focuses on the consequences of network formation: the way in which the financing of hospital networks is organised will affect employment and flexible working options.
Better operational efficiency and sustainable employment? The examples from the white paper show that it's perfectly possible. Conditions for success: good communication, coaching managers, a pleasant working atmosphere and an organisational culture which gives employees freedom and a voice.
|About the white paper|
The white paper ‘Flexible working in hospitals: OM and HRM perspective’ was written in collaboration with the affiliated hospitals which formed part of the MINOZ research network in 2017: AZ Alma, Jan Yperman Ziekenhuis, AZ Sint-Maria, Jessa Ziekenhuis, AZ Sint-Lucas, AZ Sint-Maarten, Algemeen Stedelijk Ziekenhuis, AZ Maria Middelares and AZ Nikolaas. University Hospital Brussels also made an active contribution. The Zorgnet-Icuro network for healthcare organisations served as a sounding board for the legal and financial framework.