1.3.02 Personnel resource planning

1 Purpose and objective

Provision of sufficient, qualified personnel during regular working hours and outside of regular working hours. Planning security for employees. Payroll accounting.
Work assignments must be planned in advance. This requirement must be implemented in the interests of employees in order to mitigate the adverse effects of shift work. To this end, it can be useful to create work intensity profiles. In this way, the work assignment can be better adapted to actual requirements than is possible with a shift system. Replacement for vacation, illness and further training must be planned and, if possible, compensated for across departmental boundaries.

Duty rosters are also used to record working hours.

The specialist standard must be guaranteed in all functions.

2 Scope of application

Creation of the department roster
To do this, the time range for which the department's service is to be kept available and to what extent must be defined.

3 Description

3.1 Working hours

The standard working hours are defined for each department.
For each department, it is determined which services must be provided outside normal working hours.
(example)
Mon - Tue 7:30 - 16:30
Wed, Thu, Fri 7:30 - 16:00
Late shift 9:30 - 18:00, followed by on-call duty 18:00 - 7:30
On weekends and public holidays on-call service from 7:30 - 7:30
The service should be staffed in such a way that there is always at least one employee on call, two employees on late shift and up to seven employees on day shift.
The management prepares a preliminary schedule for the late-night and on-call service on the form

3.2 On-call service

The on-call duty schedule for the following month will be drawn up by the 15th of the previous month and posted on the information board.
The duty roster is entered on the
"Duty roster" (quadruple)
and confirmed by the management and given to the nursing service management.
The call services are displayed on the sheet:
Personnel on call and on-call service
Entered by the employee and confirmed by management. The form is sent to the HR department.

3.3 Changes to the duty roster

It must be regulated how the requirements are met in the event of illness and sudden absence of employees. 3.4 Total time requirement This calculation can be included in the calculation of the total personnel requirement.
For example:
The department works 10.5 hours a day:
Weekdays: 52 x 5 = 260 weekdays - 11 public holidays = 249 weekdays 249 x 10 h 30' = 2614.5 h x 2 persons = 5229
Call service:
Weekdays: 249 x 13.5 = 3361.5
Sat, Sun, public holidays: 116 x 24 = 2784
Total call service = 6145.5
(one year has approx. 8760 hours, approx. 52 Saturdays and Sundays, approx. 12 public holidays and customary days and 249 working days)

4 Documentation

Duty roster
On-call duty schedule
Call roster
Hourly billing
A folder with three subdivisions is created. The folder is sufficient for one year. Spine label: rosters, year

5 Responsibilities

On-call duty planning: Management
On-call billing: employees, confirmation management

6 Notes and comments

7 Applicable documents

7.1 Literature, regulations

Working time laws
Staff deployment - requirements of the G-BA

Christoph Zulehner Personnel requirements and personnel deployment in health and care companies: Benchmarks for Practice Softcover - fully revised and expanded edition (October 1, 2022) Austrian Standards plus GmbH;
310 pages ISBN-10 : 3854024347; ISBN-13 : 978-3854024347

7.2 Terms

Attachments

On-call and call service
Duty roster
Rotation plan
Workplace distribution
Demo quarterly plan
Demo weekly schedule
On-call duty planning
Agreement on working hours
Billing services
On-call/on-call service Billing