Manager Central Staffing and Scheduling Office Clinical Ops Support

The Manager of the Central Staffing and Scheduling Office at Novant Health is responsible for overseeing clinical PRN and benefited float staff, ensuring they provide safe and quality care. This includes managing scheduling to meet staffing needs, advocating for employee engagement, and fostering a collaborative team environment.

To qualify for the Manager Central Staffing and Scheduling Office role at Novant Health, candidates must have a BSN, with a Master's degree preferred, alongside a current RN licensure. Candidates must also bring at least five years of supervisory experience in a healthcare setting and should have a background in staffing.

Successful candidates for the Manager Central Staffing and Scheduling Office position at Novant Health will need to be detail-oriented and self-directed. Excellent problem-solving and decision-making skills, along with strong customer service and interpersonal abilities, are essential for effectively managing staff and influencing outcomes.

At Novant Health, the culture promotes teamwork, engagement, and community involvement. Managers are encouraged to leverage diversity and inclusion to enhance the quality of care provided, creating a supportive environment that prioritizes both patient and employee wellbeing.

Diversity and inclusion are core values at Novant Health, especially in the Manager Central Staffing and Scheduling Office role. Embracing diverse perspectives fosters creativity, helps to solve problems effectively, and ultimately enhances patient care as well as employee satisfaction.

In such situations, I prioritize communication with department heads to understand urgent needs. I believe proactive scheduling and building a reliable pool of float staff can also help mitigate staffing issues effectively.

I have utilized the Time and Staffing/API system extensively to manage staff schedules effectively. I find it essential for tracking availability and ensuring adequate coverage while optimizing labor costs.

I focus on recognizing achievements and fostering an inclusive environment where staff feel valued. Regular check-ins and feedback sessions are also key strategies I employ to ensure that team members are engaged and heard.

By maintaining open lines of communication with clinical staff and monitoring care metrics, I can address issues before they impact patient satisfaction. Continuous training opportunities also keep staff prepared to maintain high care standards.

In my previous role, we faced a sudden increase in patient volume. I quickly assessed our staffing levels and arranged for on-call staff to ensure adequate coverage while also prioritizing the well-being of our existing staff.

To me, 'First Do No Harm' translates to creating a safe, supportive environment for both patients and staff. Every decision I make considers its impact on patient safety and team morale.

I believe in having a flexible staffing plan that accounts for typical fluctuations and creates a responsive approach for emergency situations. Establishing a database of float staff ready to step in is also part of my strategy.

I adopt a collaborative leadership style that encourages input from team members. I believe that involving staff in decision-making leads to higher engagement and better care outcomes.

Building strong relationships fosters trust, enhances communication, and maximizes collaboration, all of which are critical for delivering quality patient care and resolving conflicts efficiently.

I anticipate challenges such as adapting to changing healthcare policies and managing departmental expectations while ensuring patient care quality. However, with effective communication and teamwork, I believe we can navigate these challenges successfully.