Integrating patient safety into personnel management
There is a strong link between human resource management and patient safety. The influence of various aspects of management and of the quantity and quality of personnel on patient safety should not be underestimated. This is unequivocally supported by scientific studies. GRB, Gesellschaft für Risiko-Beratung, a member company of the Ecclesia Group, has also recognized this and therefore advises on this topic.
GRB performs risk analyses in high-risk areas of hospitals and supports its clients in implementing targeted and prioritized measures. In addition, specialized services are provided by GRB risk consultants with additional expertise. These include the introduction of alarm and response planning, the restructuring of reprocessing units for medical devices, and the further development of personnel management. Risk consultants Vera Triphaus and Anja Pope use their expertise in the area of personnel management to support organizational development in the human resources sector.
Hospitals have the goal of improving their performance in patient safety. Legal regulations and the possibility of reducing liability claims or premiums are additional drivers. However, in view of the challenges in the area of human resources, the goal of improving patient safety sometimes seems far removed. Unfilled positions, high turnover, and low rates of specialist staff are obstacles to patient safety. Staff are the central resource in healthcare.
The integration of patient safety topics into human resource management links the two topics and improves both employee retention and patient outcomes. “Our vision for the hospital of the future is leadership as the key to patient safety,” the two experts agree.
“Our measures are aimed at clinical practice,” says Vera Triphaus. ”The target group is senior physicians, ward managers, nursing service managers or therapy managers with subordinate employees.”
Analysis of human resources management
Before suitable measures can be established, an analysis of potential should first be carried out to show the status quo. “To do this, we talk to key people in the hospital and experience the culture on site. We use a guideline to systematically understand and record all criteria relevant to patient safety. Finally, we transparently show the customer where there are gaps,” explains Vera Triphaus. The criteria in the guideline are a fusion of scientific knowledge and experiential knowledge.
“Where there are gaps, there is potential and something can be improved. Our experience helps us to make recommendations for action. These are discussed with the managers. We also build their patient safety skills. In a seminar, we teach basic knowledge and train its practical application. For example, we train communication when dealing with errors and risks,” says Anja Pope.
Safety culture
Managers play a key role in shaping the safety culture in their area. They are seen as role models and set priorities through their behavior and communication. “It's about what conclusions they draw from certain situations and how they communicate with their employees about them. This has a significant influence on the culture,” explains Anja Pope. It starts with the management, but it affects every level of leadership. “Our aim is to empower managers to exemplify the working methods of a safety culture and communicate them to employees. The goal is to strengthen patient safety and explain to them how they can put it into practice,” says Vera Triphaus.
Establishing a safety culture
When it comes to error management, the manager must first ask themselves how they deal with mistakes. “Employees should feel confident reporting mistakes,” says Vera Triphaus. The manager is then
caught between two stools: how do I allow communication about mistakes without making a virtue out of them? If a mistake is an obvious violation, the manager has to take a position on it. “As a rule, managers are not trained for this. They are highly competent in their field, are familiar with labor law and rostering. But they often don't know how to deal with the tensions in the error culture, which is why we offer our expertise to close this gap,” explains Vera Triphaus.
Training, workshops and business coaching
GRB works methodically with training, workshops and business coaching. In risk management, managers are trained in their areas of responsibility. “We use workshops when we guide a group to generate their own solution. This is how the final prioritization of the measures to be implemented can be established in human resources management,” explains Vera Triphaus. Anja Pope adds: “If managers are new and still finding their role, if communication in change processes needs to be well prepared, or if interpersonal conflicts are disrupting day-to-day work, then an approach such as individual coaching can provide excellent support.”
Staff shortage
“Sometimes, high staff turnover occurs in some areas. In such cases, hospitals can try to effect change by replacing the manager,” says Vera Triphaus. This is where the management theory of Peter Drucker, an American economist, comes into play, which states: “The organization is stronger than you!” In practice, it means that the new manager adapts to the organization and faces the same challenges as the previous one, making change more difficult. “If the parties involved want to make a change, it will take time,” she explains.
A shortage of staff can impact patient safety. Qualified personnel usually choose employers with a good reputation, where the management is excellent and where employees can develop. Good onboarding can help to fill vacancies and retain staff. It is very expensive for hospitals when employees leave the organization during their probationary period. “In practice, this often leads to frustration,” says Vera Triphaus. The result is that those in charge are no longer willing to train new employees. Anja Pope adds: “There are huge differences in the induction process, for example. Some hospitals take a very careful approach. They may have a practical and helpful induction catalog. An established mentoring program allows sufficient time for new colleagues and takes an individual approach to teaching them how to perform tasks independently. This ensures that employees are able to work competently. It is a lever for patient safety and employee satisfaction.”