#SURGE STAFFING LOGIN LICENSE#

If other hospitals’ staff are not available to come to you, you may have to go to them. Hospitals also may need to consider transfer of patients. Whether these sites offer screening services or low acuity predischarge care, staff from clinics and other areas where services are limited can reassign or opt to work in these care areas. Assess the need for alternate care sites.

A nurse leader in “patient experience” could work nights or weekends to facilitate a strong leadership presence and be able to care for family who may be out of school and/or daycare. Use flexible staffing for hospital leaders.Ĭonsider flexible shifts for leaders to meet their family needs and also be present for leadership support during hours of operation when they may not traditionally work.

Verify the nurse has a license from a compact state using Nursys. Work with area Chamber of Commerce to determine less impacted areas or furloughed nurses. Rapid reactivation of access to organizational technology and systems.Are they high-risk and/or have other medical issues?.Do they have an active license? If not, are there waivers in place to bring them back into the workforce?.Reinstate retired staff or providers to non-COVID-19 care teams or areas. Use a text message campaign, Facebook campaign and all social media avenues. Recruit nursing students in their final year who can be hired as unlicensed assistive personnel.Ĭontact nursing schools directly. Medical and other health care students could be used in different roles within the hospital.Ensure appropriate waivers or other criteria are met, allowing the GN to work in the GN role. Hire GNs prior to them passing the NCLEX and onboard/orient pre-NCLEX.Assign graduate nursing or medical students who are prelicensure. Collaborate with local school districts and other colleges/universities on similar programs. Reach out directly to nursing schools and other schools. Send a “call-to-action” letter to past employees.Īssign nursing school faculty or school nurses to appropriate roles in the COVID-19 response.Utilize SHRM and Lean Human Capital resources.Utilize a CRM system to identify candidates who might have applied previously.Place LinkedIn, Facebook and Indeed ads.Fast-track hiring and reconfigure the onboarding process. Temporary or full-time permanent needs could be addressed with staff that have been laid off or furloughed. Nonclinical staff could act as screeners or transporters, or one-on-one sitters with little orientation Recruit other health professionals temporarily displaced or not currently working to fill necessary short-term/temporary roles. Focus on freestanding surgery centers, physician practices and other areas that might be shut down due to COVID-19.Ī short orientation would be needed, or choose roles that do not need expertise or direct-care knowledge. These medical practices may be able to help on a short-term/temporary basis. Recruit local or regional medical office or ambulatory staff to fill necessary short-term/temporary roles. Work with State licensing boards to identify licensed N.P.s or P.A.s. Staff must have appropriate skills for new areas when reassigning, which some have addressed by implementing the following.ĭeploy advanced practice providers in nontraditional roles as necessary. positions for COVID-19 units to enable specialized nurses to have higher patient ratios. Ĭonsider team nursing or having experienced R.N.s oversee R.N.s from other areas. utilize staff from GI lab, pain clinic, surgery, PT/OT) Implement new staffing models to enable greater use of available staff (i.e. If reassigned to a different level complexity role or job, are salaries adjusted? Who is reassigned and in what order? If asking for volunteers, are you prepared if there aren’t any? Is there a preexisting policy about reassignment that needs to be followed or modified? (i.e. Staff must have the appropriate skills for the new area.

Issue Guidance Reassign staff from low-volume areas to COVID-19 response teams. The information provided in this document provides guidance and flexibility in designing the staffing plan hospitals deem most appropriate. A multilayered workforce plan enables hospitals to surge to inpatient capacity and/or stand up alternative care sites.

#SURGE STAFFING LOGIN LICENSE#

Surge staffing login