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Share It. Robert Wells, a senior vice president at Nurse bidding systems firm, said he was negotiating contracts with hospitals in New York, New Jersey, Chicago and Massachusetts. In Cleveland, the number of nonprofit agencies participating in the bidding process dwindled in each round of bidding, reportedly because the higher costs of these agencies restricted their ability to compete effectively on the Nurrse of price. With respect to group 1 services, there were no nonprofit bidders. Product Nurse bidding systems.
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Our IT personnel are top-notch and our nurse staffing software is truly the best. Faced with an increasing need to rely on costly temporary agency workers to fill shift gaps—and with use of overtime and per diem biddiing on the rise—we knew we needed a better approach to minimize staff vacancies. Stay Staffed also tracks documentation and analysis in real time format. Recently, though, many progressive facilities have been implementing flexible workforce management programs—including shift-bidding technology—to centralize visibility and communication regarding open shifts, motivate the existing resource pool to provide the staffing coverage needed, and improve nurse satisfaction and retention. Reprints Share. Hospital Vendor Management. Log into your account. Create an account. Agency Partners. Our nursing leadership Nurse bidding systems our workforce which Nuurse both union and nonunion employees to be part of the nidding, Nurse bidding systems the ability to choose when and where to work extra shifts. The system works like this: When Nurse bidding systems nurse manager makes out her Nurse bidding systems schedule Sex pistools the next four weeks and systemss are unfilled shifts, the information is sent to the staffing coordinator. Namespaces Article Talk. Health Care Staffing Software.
With the systems, nurses are given schedules that cover the next four to six weeks, and then are allowed to bid 1.
- With the systems, nurses are given schedules that cover the next four to six weeks, and then are allowed to bid 1.
- All nurse-managers have grappled with the challenge of filling vacant shifts.
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All nurse-managers have grappled with the challenge of filling vacant shifts. Traditional approaches—unit sign-up sheets, overtime, float pools, incentives, and use of agency personnel—are inefficient and can be extremely costly.
And for individual nurses, having to fill vacant shifts at the last minute can cause disruption that profoundly affects work-life balance. Recently, though, many progressive facilities have been implementing flexible workforce management programs—including shift-bidding technology—to centralize visibility and communication regarding open shifts, motivate the existing resource pool to provide the staffing coverage needed, and improve nurse satisfaction and retention.
Offering online options Tri-City Medical Center, serving the north coast of San Diego County, continually focuses on finding new ways to improve patient care. We recognize that our nurses are invaluable to the quality and continuity of that care. Faced with an increasing need to rely on costly temporary agency workers to fill shift gaps—and with use of overtime and per diem spending on the rise—we knew we needed a better approach to minimize staff vacancies.
Our nursing leadership wanted our workforce which includes both union and nonunion employees to be part of the solution, with the ability to choose when and where to work extra shifts.
We believed a flexible workforce management solution using online open-shift technology would offer the greatest potential to advance our enterprise-wide staffing effectiveness and help ensure that every patient receives superior care from the best possible resources. Focusing on system requirements As our team began evaluating the available open-shift technology solutions, we focused on the following key requirements:. We evaluated several time- and attendance-based systems that incorporated shift- bidding features, as well as niche applications that focused exclusively on shift bidding.
We also wanted it to support our existing scheduling policies and pay practices. Building in fairness, consistency, and incentives The concept is straightforward: Nurses can access our system from any Internet-enabled computer. Nurse-managers post their open-shift needs, and nurses looking to work extra shifts outside their departmental commitment for instance, per diem, part-time, or full-time log on to the website, view the openings that match their skills, and request the shifts they want to work.
All nurses interested in working extra shifts can view a particular week or month at a time, ensuring fairness and consistency. The program is based on individual employee profiles, so the system screens and shows only those shifts that the particular employee is qualified to work. The real magic of the system is that it gives managers the flexibility to target and incentivize employees to work shifts where the need is greatest.
Planning for change During initial planning, we decided to implement the program across all nursing units simultaneously to maximize the chance for success and build on our goals of showing fairness across units. The system gave us a chance to focus collectively on staffing effectiveness, and we wanted all managers to agree on the approach. Our new shift-bidding software gave us the option of posting shift openings with set rates such as fixed per hour, with bonuses , using point reward programs, or using variable reverse-auction incentive rates.
Our managers would decide what kind of pay to offer based on staff vacancies. Ultimately, we decided to post all open shifts at regular-time pay or with director approval time-and-a-half or double-time pay for hard-to-fill shifts. All qualified employees had complete visibility into open shifts throughout the hospital, ensuring that extra shifts and incentive pay were made available equally among staff. A rewarding result Web-based shift bidding has generated a return on investment through better use of our existing workforce.
It has also reduced our use of temporary agency staff, increased productivity, and improved staff recruitment and retention initiatives. Managers are posting a wide variety of shift lengths and times that meet departmental needs while providing options for staff to work 6-hour shifts, 4-hour shifts, or varying shift times.
Within a few weeks after implementation, employees were using the system to explore working in units other than their primary assignments.
Having the choice to work across a variety of nursing units has provided new opportunities and increased job satisfaction. Within the first 3 months of use, the current workforce filled over 11, direct-care hours. Bottom line: Open-shift bidding has helped our facility improve efficient workforce allocation, providing flexible work options across the hospital and reducing labor costs.
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Interestingly enough, the same nursing leader was responsible for the implementation at both hospitals. She subsequently introduced another system at Our Lady of the Lake late last year. In both cases the systems were developed internally. But, she says, she really liked the idea, and thought it could be used as a tool for recruitment and retention.
So she had Firefly Digital, a local firm, design a system for the facility. The system, called I-bid, has addressed several important needs, says Ginger Broussard, RN, director of nursing administration at Lafayette General. The system works like this: When the nurse manager makes out her staffing schedule for the next four weeks and there are unfilled shifts, the information is sent to the staffing coordinator.
Depending on the day of the week and time of day, the shift is posted with a monetary value. The system, Broussard says, "has allowed us to totally eliminate the use of per diem agency nurses," which, she says, has saved several million dollars.
The nurses, she adds, have responded very well to the system. When a nurse keys in her identification number, Ford continues, she will see only the shifts for which she is qualified. Testing began on the new system in November The marketing message to those nurses who were not working at Our Lady of the Lake, says Ford, was: "This is something new and different; come try us, come check us out. The staff, says Ford, have been very receptive to the new program.
At Our Lady of the Lake, a six-week schedule is published. For younger gen-x'ers, their social life is planned around it. Bidding systems are characterized as belonging to one of two broadly defined categories: natural bidding systems and artificial bidding systems.
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If you run a business or organization, it can be difficult to schedule employees to work at certain hours or in specific locations. Some employees likely will not be happy with the shift or location they've been assigned to.
Instead of trying to guess or consistently seek feedback from employees about their preferences, you can use a work-bidding program to make them part of the solution.
These programs are especially effective for employees such as nurses or police officers who work around the clock in different locations. Shift bidding allows employees to enter a bid into a computer system. Those who enter bids locate a work schedule on the computer that has several listings of dates, shifts and locations. The employee locates the dates, times and locations during which she wants to work and makes a bid about how much she would like to be paid for working those hours.
At the end of the process, a manager, or the computer, awards the shifts, typically to those with the lowest bids. Computers can manage this part of the process if any mix of workers can fill a shift. Managers tend to make final decisions if a shift needs a mix of workers with different skillsets and experience.
Managers do not need to worry about who should be assigned to which shift, because the employees ultimately work this out themselves. Shift bidding also allows employees to have an increased level of flexibility. For example, an employee who is a parent may want to work different hours when school is in session than she would want to work when there is no school. In some shift-bidding software programs, preference is given not only to those with the lowest bids, but also to those who have seniority in the workplace.
This can cause frustration for junior employees who may have difficulty making it into the shifts than they would like to work. This may also be time-consuming, as employees may have to keep checking to see if they need to rebid as new bids come in.
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