7. Job Description
• Some people are able understand their job
naturally
• But it is better have it written down and
should be signed by staff.
• Also an ISO 15189 requirement
8. Induction program
• Observe the senior – 1 week
• Help the senior with the work – 1 week
• Independently carryout the work under the
guidance of the senior – 1 week
• Work independently – 1 week
11. Dissatisfaction with salary
• Dissatisfaction is not with salary
• The dissatisfaction with salary - secondary to
workplace dissatisfaction.
• Staff who complain about with salary will still
not leave if they enjoy good work atmosphere.
• Key: Great Work Place
12. Skills or Lack of it
• Lack of expertise is a system based challenge.
• The lab needs to have a system of employing
qualified personnel
• Followed by a strong induction program.
• Clarity in roles and responsibilities at the time of
induction
• This would then allow the employee to be confident
in delivering the responsibilities.
13. Attrition
•
•
•
•
Linked to both above
Attrition is a way of life.
It is good to have some level of attrition.
However attrition less likely with
adequately motivated and satisfied.
14. Noncompliance
• Lack of discipline –
• is a personal trait.
• This is related to clear expression of value
systems existing in the lab and management.
• The values that the lab holds should be clearly
communicated to staff.
• When this is done, the compliance to activities
including discipline is much higher.
16. Does the size matter?
Small Lab Issues
• The lab size should not be a limitation.
• Every staff when adequately convinced about
the reason for a certain activity would follow
protocols.
• Staff generally become complacent when they
are not aware of the reasons for doing certain
activities or are forced to do it without being
given clear reasons.
17. People can be pulled not pushed
Leadership lessons from MS Dhoni
•Lead by example
•Back your players
•Calmness
•Less me and more us
20. Error analysis
• House keeping person regularly cutting
corners
• (Routine violation)
• Not properly allowing the control thaw
• (Situational violation)
• Histopath samples received without formalin
• Tissue culture received in formalin
(Knowledge based for new, Lapse for
experienced)
21. Error analysis
•
•
•
•
•
Untrained person operating the machine
(Situational violation, Insufficient staff)
Using HIV buffer between different lots
(Rule based error)
Failing to collect all the tubes when battery of
tests is advised.
• (Lapse)
25. 5 -Why Analysis
• The patient's diagnosis of skin cancer was
considerably delayed. Why?
• The excision biopsy report was not seen by the
surgeon. Why?
• The report was filed in the patient's notes
without being seen by the surgeon. Why?
• It was the receptionist job to do the filing.
Why?
26. 5 -Why Analysis
• The junior doctors were busy with other tasks
• The root cause - that the doctors' other tasks
were seen as more important than filing.
• Solution: Change the system.
• Send a copy of all biopsy reports to the
consultant surgeon and no reports to be filed
unless they have been signed by a doctor.
27. • “Human resources are like natural resources;
they're often buried deep. You have to dig
Hard to find them.”
• You can hire people with money, but to make
them work for you, you have to win their
hearts
Editor's Notes
WHAT THEY WANT FROM AND WHAT WE HAVE TO PROVIDE.. Fairness: no favoritism.
Corporatisation from small scale industry pvt ltd
Roti kapada aur makan
Generally speaking, as well as in surveys it is shown that dissatisfaction is not with salary alone (though not expressed). The satisfaction/dissatisfaction with salary is generally secondary to workplace satisfaction/dissatisfaction. You would find staff who are dissatisfied with salary in spite of a good work atmosphere would not be satisfied in any situation even with double that salary.
2. Lack of expertise is a system based challenge. Are we referring to Skill or Qualification or experience. All are interrelated and would be system driven. The lab needs to have a system of employing only qualified personnel followed by a strong induction program. There needs to be clarity in roles and responsibilities at the time of induction This would then allow the employee to be confident in delivering the responsibilities.
Do not know rates
Overcharge
I have seen one report where it was written that charges off this investigation are these...
In my view the lab size is not a limitation. Every staff when adequately convinced about the reason for a certain activity would follow protocols. I have observed that staff generally become complacent when they are not aware of the reasons for doing certain activities or are forced to do it without being given clear reasons.
What we have for managing people is string not a rod.
Anatomy of error with examples
Changing reagents putting rinse in place of diluent : knowledge based
Health and safety executive
Action based errors, action not as planned error of comission or omission/ and thinking based mistake/ action as planned by plan is wrong
