Tobias Bøggild-Damkvist, Chief Executive Officer at Nordic Healthcare Advisory, has experience of the Danish and Norwegian healthcare systems using different workforce management systems, working as director of human resources and as an independent consultant.
Bøggild-Damkvist says: “Previously the Danish regions used workforce management systems, which were primarily the front end for the payroll function.”
However, they are now using them for analytics, compliance with regulations and meeting employee wishes, as well as payroll. Bøggild-Damkvist explains their ambition: “They are trying to go from a staff support and attendance-based system and move to a patient-orientated and activity-based planning system.”
In Norway some healthcare systems have gone further, integrating patient activity as part of their planning and have established direct integrations between the clinical systems and the workforce management system.
In comparison to the UK, Bøggild-Damkvist says: “Scandinavia has more ability to deal with local agreements and arrangements, as it is not as centrally structured as the UK. I also believe Scandinavia has a higher degree of focus on compliance to the working time directive and local laws, as they are of political interest, so the healthcare systems have to be transparent.”
The UK’s level of standardisation and focus on workforce coordination is very different to Denmark’s and Norway’s. Bøggild-Damkvist says: “One of the major challenges of staffing is that planning is done in silos, but the UK is working on planning staff across professions. Another challenge is people reusing existing roster plans, but the UK seems to be using activity-based information to change rosters. The UK also seems to be leading the way in planning along patient pathways and systems. Scandinavia is trying to do this now.
The view from Australia “It’s not about technology, it’s change management.”
Farhoud Salimi is Director of Corporate IT, in the public hospitals in New South Wales, Australia, where they are over halfway through implementing an ambitious rostering programme for all 150,000 members of staff, which will be one of the larger deployments of staff on one system globally.
In New South Wales, there were many different systems, with some hospitals having two or three. Over four years and across 20 organisations, rostering has been consolidated, giving visibility of staffing patterns. Salimi says: “It’s about safety, quality – having the right people in the right place.”
The new system works differently. The way staff are deployed has changed and is now based on demand templates – and which members of staff are needed to ensure the right nurse hours per patient per day, as per standard guidelines.
The view from Germany “We’re excited to use e-rostering to help transparency for all staff”
Nils Krog, Chief Executive Officer of Ategris, the German hospital group with two hospitals, 1,100 beds and 3,000 employees, says: “We use e-rostering software at a central level to make staffing plans in advance, in specific areas like surgery. But we are not using it the same way as it is used in the UK.
“When we visited hospitals in the UK, we were excited to see how it could be used as an instrument to help transparency for all team leaders and for staff to use it on their smartphones. In the UK team leaders use it to see the whole hospital in real time, seeing the system as a whole, allowing more collaboration.