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2
KUVAILULEHTI
PRESENTATIONSBLAD
PRESENTATION
Tekij(t) - Frfattare - Author(s)
Marja Paukkonen, Tiina Pohjonen, Tarja Hakola, Harri Lindholm, Heli Sistonen and Riitta Simoila
Julkaisun nimi Publikationens titel Title of the Publication
Julkaisuaika - Publikationsdatum
Published
2007
45
2007:7
ISSN
ISBN
1459-9112
978-952-223-191-8
english
The purpose of the Healthy working hours research and development project was to implement shift work
arrangements as recommended in basic health care. The goal was to produce healthier shift design for nurses
irregular shift work and to measure the effects of the changes to the shifts. In practice, the change implemented
was the reduction of quick returns (the evening shift followed by the morning shift). The off-duty time between
shifts was extended with the idea that this would ensure good recovery from work. There were a total of six
departments participating, all from the City of Helsinki Health Centre acute and long-term care. There was a
questionnaire conducted among the nurses (n=75) both before the new shift arrangements (in 2005) and after the
intervention (in 2006). In addition, the effects of the intervention were assessed by occupational physiological
measurements.
Extending the recovery time in connection of evening and morning shifts improved significantly the nurses sleep
quality and alertness, their well-being at work and their perceived health, and facilitated their taking on leisure time
activities regardless of their age group. Along with the longer recovery times, work was felt to be less strenuous
physically in both morning and evening shifts even though the working processes as such were not changed and
the work load remained unchanged. Every fourth participant had their cardio-respiratory fitness below the level
recommended for good health. During the working day, the energetic demand was the highest during treatment
procedures, occasionally reaching up to mid-levels in energy expenditure.
The conclusion drawn was that healthier organization of working times is possible in nursing. By altering shift
arrangements appropriately, it is possible to facilitate well-being at work and improve health statuses. According to
the results, ergonomic shift planning should be the recommended mode of shift planning for nursing, supporting
healthy careers and total well-being for employees. From the point of view of the well-being of employees, it is
essential to adhere to sufficient recovery and rest periods. Nursing work as such is not enough to ensure the
sufficient cardio-respiratory fitness. To maintain work ability, leisure time exercise is necessary, too. Sufficient
levels can be reached by brisk walks a few times a week or other similar activities.
The Healthy working hours research and development project is venture No. 105273 of the Finnish Work
Environment Fund.
Marja Paukkonen: City of Helsinki Health Centre
Tiina Pohjonen: City of Helsinki Occupational Health Centre
Tarja Hakola: Finnish Institute of Occupational Health
Harri Lindholm: Finnish Institute of Occupational Health
Heli Sistonen: Finnish Institute of Occupational Health
Riitta Simoila: City of Helsinki Health Centre
Te-050.doc 3.1.2005
Shift work planning, rota planning, working hours, shift work, personnel, health, health care
Hinta
Pris
Price
Julkaisumuoto
Publikationsform
Publishing form
TABLE OF CONTENTS
1.1
1.2
1.3
1.4
GOALS ............................................................................................................................. 8
3.1
3.2
3.3
3.3.1
3.3.2
3.3.3
Departments...............................................................................................................................................8
Changes to shift schedules ......................................................................................................................... 9
Methods applied....................................................................................................................................... 12
Questionnaire........................................................................................................................................... 12
Occupational physiological measurements and performance capacity tests .......................................... 14
Statistical methods ................................................................................................................................... 15
5.1
5.2
5.3
compounded to inconvenient working hours produce joint effects causing still more
overload.
The shift schedule can be planned to be more or less ergonomic from the point of view of
the employees health, functional capacity and well-being (Knauth and Hornberger 2003).
The features of an ergonomic shift plan include
regularity
fast forward rotation system
8-10 hour shifts
10-12 hours off-duty between shifts and
periods of days off uninterrupted, weekends as well.
The more regular the schedule, the more predictable it is. This increases the well-being
of employees and makes the planning of shifts easier. Another important factor is the
appropriate timing of work and rest periods. The third factor to consider is the positioning
of free day periods within the shift system.
Under the Working Hours Act, the working hours in hospitals are flexible. According to
the Act, the working hours in a three-week period must not exceed 114 hours and 45
minutes. The daily working hours are limited by the stipulations in the Act concerning the
minimum rest periods. In the general municipal agreement, the maximum length of a
working day is 10 hours, but exceptions are allowed as agreed by the labor union and
the employer locally (KVTES, Working Hours Act, local agreements).
ways, but morning shifts immediately following evening shifts may increase the risk of
overstrain situations (Pohjonen et al. 2003).
ensure sufficient recovery time between evening and morning shifts (Sveinsdottir
2006).
2 Goals
The primary goal of the project was to develop shift work models that would nurture
the employees health and to assess the function and effectiveness of the changes
implemented in the shift work. In addition, the loads caused by care work were
assessed together with how the recovery from strain took place.
This is the first study to implement the principles of ergonomic shift planning in care
work. The physiological effects of changes to working hours have not been
measured earlier, either.
10
Hospital
Department
Nurse
Start date
End date
N:o of days
Description
Working hours per week
Working hours per day
Morning shift start time
Night shift end time
Morning shift duration
Evening shift duration
Night shift duration
Consecutive night shifts
Consecutive working days
Minimum
08:00
07:39
07:00
07:30
06:15
08:00
10:00
4
1
09:00
32:45
0%
1
13 Sep Material
24 Oct N:o of shifts
6 wk N:o of night shifts
Maximum
57:30
09:45
08:00
07:30
08:00
09:00
10:00
7
8
NIGHT
14:00
168:00
83 %
7
19
504
60
Average
36:05
08:13
07:30
Limit
48:00
09:00
06:00
07:25
08:20
10:00
10:00
10:00
09:00
6
6
82:50
44 %
2,07
11:00
36:00
25 %
2,00
In addition to the results of the ergonomic analysis, the contents of the answers to
the open survey questions were analyzed as to how the pros and cons of the
working hours were experienced (figures 7-8). In practice, the intervention
consisted of decreasing the number of consecutive evening-to-morning shift
rotations in two and three shift work. Shorter working periods was implemented as
well (figure 6). There were no interventions implemented in cases of regular night
time work, as those were few only, and all of them were based on personal
individual agreements. The intervention began in January 2006 and lasted for 12
months.
The implementation of the intervention was monitored throughout the project. The
project coordinator monitored the rota planning with MD-Titania, an electronic rota
planning system. The departments kept statistics of the planned and actual
evening-to-morning shift rotations, numbers of working hour wishes from the
personnel, and the unoccupied shifts (appendix 1). The planning was affected by
many department internal and external factors such as number of employees,
number of missing employees, the time of year etc. (chapter 6).
At the end of the project, there were ergonomic analyses of the rotas completed,
corresponding to those at the beginning. In addition to the evening-to-morning shift
rotations, the rotas were used for counting the distribution of days off. Figures 1
show an example of a departments rota prior to the intervention and after it. It is
noticeable how the evening-to-morning shift rotations decreased with the
intervention. In addition, the single days off did not increase essentially (figure 2).
Appendix 2 shows the situations in other departments prior to the shift changes and
after them.
11
Figure 1.
3,5
2,5
2
before
after
1,5
0,5
0
1
>7
days off
Figure 2.
12
The questionnaire form was sent to each respondent personally, and was returned
to the occupational health service providers. The main survey was conduced in
August 2005 and the follow-up in November 2006.
The questionnaire form was distributed to all the employees in all the departments
(n=104). There were 98 replies to the main survey and 89 replies to the follow-up
one (return percentages 94 and 86 respectively, table 2).
Table 2. Background information, all respondents.
before
N=98
after
N=89
Average
interval
Average
interval
Age (yrs)
45
20-62
45
20-61
Female (%)
94
22
0-42
20
0-42
17
0-40
17
0-38
10
0-33
0-34
94
13
There were 75 persons who provided answers to both surveys. 95% of them were
women, and the average age was 46 +10 years. Three groups were created in
order to study the age groups (ages 20-40, n=23, ages 4152, n=26 and ages 53
62, n=26).
The job titles involved were nurse (n=29), vocational nurse and practical nurse
(n=39), head nurse, assistant head nurse and department secretary (n=7). The
forms of work were two-shift, three-shift, daytime work and night-time work,
alternating by department (figures 3-4).
100
10
14
19
19
14
75
47
64
50
80
63
69
65
night
3-shift
2-shift
day
43
25
9
12
10
18
Figure 3. Types of working time (%) per department (A-F) before intervention.
100
75
54
before
after
46
50
37
26
25
12
0
day
2-shift
3-shift
night
Figure 4. Types of working time (number, n=75) before and after intervention.
14
15
The heart rate recorder in the first field measurements was the Suunto T6 wrist
computer equipped with a belt. In general, it was noted that collecting heart rate
data does not interfere with the normal life. Some participants had difficulties in
starting the measuring. Measuring heart rate was not a familiar activity, and some
participants were apprehensive about the use of the button keys on the watch-like
instrument - for no reason, often. In some cases there was irritation of the skin
because the registration periods were relatively long and there was much
perspiration during the shift. The main factor harming the registrations were the cutoffs in the connection between the data collector band and the wrist computer. The
percentage of successes was, however, satisfactory even in the first phase, and it
improved to a good level with the new Suunto SmartBelt used in the follow-up
phase field measurements.
Before the field measurements were started, the participants attended information
sessions held in their own work places. Detailed information was provided on how
the measurements should be done. In the information sessions, instructions were
distributed to the participants who also had a change to become acquainted with
saliva tubes and the devices that would collect the heart rate data. Only a few of the
participants had the opportunity of attending these information sessions, and it was
up to the work place personnel to transmit the relevant information to the other
participants in the unit.
The difficulty experienced during the first round of field measurements was
reconciling the timing of the measurements with the work shifts. The problem was,
often, the changes in the work shifts which caused slow-downs in the circulation of
the measuring equipment. Therefore, the first round of field measurements took
twice as long as the second one. For the second field measurement round there
were precise times defined for each one of the three registrations. As to the saliva
samples, a few people considered it unpleasant to chew on the pad in the tube.
Many of the participants did not experience that as any problem.
Most of the participants took the health checks and the related tests performed in
the functioning capability laboratory during the second round. People were
somewhat apprehensive coming in for the measurements, but in general, everyone
was satisfied with the measuring event itself as well as its extent.
16
4 Project progress
The project was introduced at least twice at every department when it was first
started, and later on in either department briefings or in the head nurses office. As
far as rota planning was concerned, the project received support in department
meetings and through personal contacts to the head nurses. Information
concerning the measurements was given at the departments several times. After
the follow-up period, every participant got personal feedback on the measurement
results. The one-to-one feedback discussions with the projects physician in charge
were held during autumn 2007.
The departments personnel and line management were informed of the projects
progress on 6 June and 7 September, 2005, in connection of training sessions, and
they had the opportunity of listening to lectures on Healthy working hours (Ms Tarja
Hakola, Senior Specialist) and Physiological measurements (Mr. Harri Lindholm,
Medical Specialist). The supervisors and line managers were briefed as to the
progress of the project and the commitment to it on 15 February, 2006. The
department personnel and line managers had a training session on Ergonomic shift
planning (Ms Tarja Hakola, Senior Specialist) on 10 October, 2006. The internal
bulletins of the Health Centre and the City of Helsinki had articles on the project,
and several interest groups and persons interested in the topic were given
information on it. The progress of the project is presented below.
17
1. Preparation phase
Information for users
September '05
- questionnaire
2. Orientation phase
Types of shifts
Legal constrains
Manning of shifts
Framework of rota
October '05
- start of shift plannig
3. Analyzing phase
Case based knowledge base
First version of new shift system
October-November '05
- physiological measurements
4. Design phase
Ergonomic constrains
Listing of priorities
Modified new shift system
November-December '05
- start of intervention
5. Testing phase
Experimental new shift system
6. Evaluation phase
Suggestions for improvement
of new shift system
December '06
- follow-up questionnaire
- physiological measurements
18
12
80
23
47
17
overtime
44
39
34
10
night work
extras
23
11
20
36
week-end work
20
12
11
11
increased
no change
redused
31
25
50
75
100
Figure 6. Changes (%) perceived in shift work arrangements during the intervention.
Before the intervention, the participants considered the pros (figure 7) of the shift
system to consist of days off on weekdays, long periods of days off and other
reasons that included various individual working time arrangements contributing to
good coping at work, such as working nights and part time work. Before the
intervention, the participants considered the cons (figure 8) of the system to consist
of going from evening to morning shift, single days off, weekend work and long
periods of work.
After the intervention (figure 9), the participants considered the pros of the shift
system to consist of its regularity, the fulfillment of employees wishes, off-duty
weekdays and the fact that one did not need to go from evening to morning shift.
After the intervention (figure 10) the participants considered the cons of the system
consist of off-duty time starting in the evening, starting duty in the morning after
leisure time and off-duty periods of single day only.
19
not evening-to-morning
individual reasons
regular schedule
no night shifts
after
extras
night shift
variation
later mornings
0
Figure 7.
10
20
30
40
50
Figure 9.
20
30
40
50
evening-to-morning
weekends at work
consecutive mornings
10
after
irregular schedule
hourly balancing
individual reasons
other reasons
evening shifts
workload
workload
evening shift
Figure 8.
10
20
30
40
50
10
20
30
40
50
The implementation of the ergonomic shift planning (figure 11, attachment 1) was
affected by many department internal and external factors such as number of
employees, number of missing employees, the time of year etc. (chapter 6).
50
40
30
evening-to-morning shift (planned)
evening-to-morning shift (actual)
unoccupied shifts
changes to schedule (wishes)
20
10
30
.1
-1
20 9.2
.1
-1
13 2.3
.3
.-1
3. .4.
42
24 3.4
.
.4
-1
4.
5
15
.5 .
.-4
.6
5.
.
6.
-2
26 5.6
.
.6
-1
6
17 .7.
.7
-6
.8
7.
.
8.
-2
7
28
.8
.
.8
.-1
18 7.9
.
.9
.-8
.1
9.
10 0.
-2
9
.1
30
10 0
-1
9
20
1
11 1
-1
11 01
12 2
-3
11
1.
1. 2
-2
22 1.1
.
.1
.-1
12 1.2
.2
.-4
.3
5.
.
3.
-2
5.
3.
Figure 11.
The opportunities of impacting the rota (figure 12) were decreased somewhat
during the intervention, but the change was not statistically significant, and the
personal wishes concerning schedules were implemented, on average, relatively
often.
How often are your
personal wishes noted
when the rota is
planned?
To what extent do you
feel you have control
over the specific shifts
that you work?
after
before
Figure 12.
3
some
5
a lot
21
During the intervention, the start and end times of the shifts were not changed. The
timing of shifts (figure 13) suited the majority of the participants, however, one fifth
considered that the morning shift started too early and a quarter considered that
the evening shift ended too late. A fifth of the respondents thought the night shift
too long. Satisfaction as to the timing and duration of shifts remained the same
during the project.
100
75
before
after
50
25
morning
Figure 13.
evening
too long
night
Suitability of the timing and length of working shifts (%, all respondents).
During the intervention, the shift sequences were shortened (figure 14). The
reduction of morning shifts following evening shifts naturally changed the rhythm of
shifts by increasing the number of consecutive morning and evening shifts. Most of
the respondents considered the number of morning and evening shifts to be
convenient, however, a generous quarter of the respondents thought that there
were too many consecutive morning shifts. Before the intervention, a quarter
thought the number of evening shifts was too small, but however, after the
intervention, one fifth of them thought that there were too many consecutive
evenings. Both before and after the intervention, every second respondent
considered the number of consecutive days off too small.
22
100
75
before
after
50
25
mornings
Figure 14.
evenings
nights
just right
too few
too many
just right
too few
too many
just right
too few
too many
just right
too few
days off
The effects of the shift system on the well-being of the personnel in the various
spheres of life (figure 15) clearly improved during the intervention. Sleep and
alertness (p=0.003), well-being at work (p=0.005) and general health status
(p=0.02) all improved in a manner that was statistically significant. Leisure time
activities were also significantly (p=0.02) facilitated. Family and social life were
facilitated, but the change was not statistically significant. The intervention had no
impact on the working atmosphere.
work climate
leisure time activities
family life
after
before
social life
general health
well-being at work
sleep and alertness
1
disturbs
Figure 15.
5
facilitates
Considered per age group (figure 16), the intervention improved the sleep and
alertness (p=0.003) and well-being at work (p=0.004) for everyone significantly. The
general heath status in the two eldest groups improved (p=0.09). The impacts of the
shift system on compatibility work and other spheres of life (figure 17) were different
in different age groups, but however, the intervention did not cause deterioration in
23
facilitates
the family and social lives of the respondents. Leisure time activities in all groups
were facilitated (p=0.02).
5
4
20-40 years
41-52 years
53-62 years
disturbs
1
before
after
facilitates
Figure 16.
before
after
well-being at work
before
after
general health
Impacts of the shift system on well-being per age group (average, n=75).
4
20-40 years
41-52 years
53-62 years
disturbs
1
before
after
social life
Figure 17.
before
after
family life
before
after
leisure time
activities
Impacts of the shift system on compatibility of work and life per age
group (average, n=75).
24
heavy
before
after
light
1
morning evening
night
physical
Figure 18.
morning evening
night
mental
The different shifts had different impacts on sleep and alertness (figures 19-22).
Before the intervention, the participants had problems in waking up when working
on morning shift, trouble falling asleep when working on evening shift, and heavy
sleepiness at work when working on night shift. These problems were significantly
alleviated during the intervention (p=0.03, p=0.003, and p=0.05, respectively). As to
other problems related to sleep and alertness, the disturbances either remained the
same or were somewhat decreased.
25
alvways
night shift
4
often
often
always
morning shift
Figure 19.
rarely
before
after
2
never
rarely
never
before
after
1
How often do you
have trouble waking
up?
Figure 20.
rarely
never
before
after
1
How often do you
have trouble waking
up?
Figure 21.
always
often
before
after
rarely
free days
never
often
always
evening shift
1
How often do
you have
trouble waking
up?
Figure 22.
How often do
you have
trouble falling
asleep?
How often do
you have
trouble falling
back to sleep
after waking up
in the middle of
your sleep?
How often do
you have
trouble waking
up?
How often do
you have
trouble falling
asleep?
How often do
you have
trouble falling
back to sleep
after waking up
in the middle of
your sleep?
26
The changes to the morning response to cortisol on working days were analyzed by
dividing the participants into groups on the basis of the benefits they had experienced
due to the intervention. Before the intervention, there were no statistically significant
differences between the groups regardless of whether the intervention was
experienced as positive, neither positive nor negative, or negative after a years lapse.
In all groups on average, the morning response stayed at the reference level but on
its upper limit. After the intervention, all groups had an improvement in the morning
response. The change among the participants experiencing the intervention
positively (improved well being) or neutrally (no change) was statistically significant.
Among the nurses experiencing the intervention negatively the improvement of the
morning responses in salivary cortisol was however nearly significant (figure 23).
Those experiencing it negative had the largest divergence.
25
20
15
before
10
after
5
0
positive
unchanged
negative
well-being
Figure 23.
On the basis of cortisol, the working time intervention had a beneficial effect on
stress levels. However, some participants might have experienced increased stress.
When changing working hours, it is important to provide an opportunity for individual,
flexible alternatives. On the other hand, it is also good to provide information about
the benefits of ergonomic working hour planning to ones own health.
In the analysis of the heart rate variability, on average, there were no changes
detected to the working day stress loads before or after the intervention. As to stress,
work in itself remained as straining as before. However, the portion of those
participants who had findings that indicate slow recovery was decreased from 35% to
20% during the intervention, and the portion of those participants who had good
recovery increased from 30% to 52% (figure 24).
27
60
50
40
slow
30
normal
good
20
10
0
before
after
intervention
Figure 24.
Very severe cases of overload were not found. Even though the working time
intervention seemed to decrease stress and especially to facilitate recovery, it is
important to develop all aspects of work comprehensively.
28
MET
4
3
average
maximum
2
1
0
p
ee
sl
st
re i se
rc
ce rk
ex wo
e
m
ho s
ie ome
bb
h
ho ute
k
m
or
m
w ines
co t e
ic
u
ed
m
m
m
co . of
rib re
st
di l ca
a
ic
in re
cl
a
rc
he e
ot car
sic
ba
rt
po
re
Figure 25.
Energy expenditure load levels in various tasks during the working day,
expressed in units of MET (multiples of rest metabolism, 1 MET = level
of metabolism during rest).
Nursing work stresses physically more the musculoskeletal system than the cardiorespiratory system. Similar results have been seen earlier in home-care personnel
(Pohjonen 2001). Although the mean level of the energetic load of the work is only
moderate the peaks and the general health of a nurse require the maximal aerobic
fitness more than 5-6 MET's. Because the reduced condition of the respiratory and
blood-vascular systems is connected to the weakening of muscular strength, the
musculo-skeletal system will be strained more easily.
Nursing work as such will not sufficiently assure the adequate cardiovascular fitness.
The leisure time physical activity is also needed. The exhausted worker, however,
does not have resources to the recreative activities. The total load of work must not
exceed ones tolerance level.
About a quarter of the participants had the aerobic fitness below the optimal level of
general health (figure 26). This correlates with the physical exercise taken. A
quarter of the participants performed exercise bouts during the leisure time once a
week or more seldom. Although the physical exercise is only one part of promoting
good health, it is important to guide the risk groups to start a physically active way
of life (Fogelholm et al. 2007).
29
50
40
%
30
20
10
0
<7
7-8
>8
MET
Figure 26.
Physical activity is important from the point of view of weight control as well. Nursing
presumes sufficient muscular mass. As to weight control, it is important to secure a
balanced body composition. Not only is the body mass index important. The weight
loss should not decrease the muscular strength. Almost a half of the nurses were
found to have a need for weight reduction of less than 5 kg as proportioned to their
muscular mass. One third of them had a need for reduction over 10 kg (figure 27).
50
40
%
30
20
10
0
<5
5-10
>10
kg
Figure 27.
About every sixth participant was found to have limited pulmonary function. Most often,
the causes were asthma or early (often undiagnosed) chronic obstructive pulmonary
disease related to smoking. Fewer than 10% of the respondents were found to have
an acute change in their health status that required additional examination. These
cases involved mainly the control and balance of treatments of already known
illnesses.
30
31
Spring and
summer 05
Three long-term departments found immediately, and one acute department as well.
Inquiries made as to acute departments, the departments considered it, we got one more.
There would have been several long-term care departments eager to participate, we
accepted one. All departments are eager to begin. However, the two project training
sessions had few participants only, except for one department.
Autumn 05
Initial survey completed. Started rota planning. Got more careful and eager to defend the
old, unsure of what changes were to be made. Three head nurses and two directors of
nursing services changed. Commitment in these departments got more difficult as
everyone was not involved from the beginning. Physiological measurements started
somewhat floundering.
Spring 06
Agreed to keep numbers of evening-to-morning shift rotations low. This facilitated rota
planning as it is a clear, concrete goal. The plans were monitored by the Titania lists and
their general follow-up throughout the project. Discussed experiences and feelings in the
project team. Commitment seemed difficult to achieve, still, so the steering group held a
pep briefing for the middle management and nearest supervisors in February.
Commitment and stick-to-it-ness both increased. When problems occurred, the head
nurses were contacted and they were positive about this. The steering group work was
vigorous. The project team had discussions and made comparisons. Department-specific
plans were created and they were adhered to until the end of the project, except for one
department. Managed to get the thank-you cakes, after all.
Summer 06
Some departments stuck to the plan well, one slunk away during summer, and one had a
shortage of staff throughout the project. They did what they could. Five departments had
relatively permanent staff. Three of the departments stuck to what was agreed once they
had reached it in the spring, and the head nurses explained ergonomic planning to
themselves and others. One had rather individual, varying solutions.
Autumn 06
The department that slunk away in summer got back to the agreed schedule. Gave
feedback as to successes in planning and asked about changes to plans and the reasons
for them. It required lots of support and listening to descriptions of difficulties but I did not
yield because the project duration was limited and the topic was seen as important. In
other words, the planning would have gone off course if it had not been keenly followed up
all the time. If I did not get the compilation lists from the head nurses right away, I asked
for them. Finally, I got them smoothly.
Had the follow-up survey and another training session on ergonomic shift planning for
those wishing it and new employees. Hit the right spot!
I wondered throughout the project how often I should visit the departments, how often I
should call and so on. I phoned the head nurses quite often and visited the departments
with Tarja at the beginning, and later on I visited every department at least once (i.e.
asked about the staff changes in autumn 06). There was a permanently negative
atmosphere and disbelief in the subject. That was very straining at times.
The personal measurements were taken very positively.
Spring 07
Measurements done briskly, rota follow-up ended in April. May results promising. Briefings
for managers concerning the results, encouraging them to stick to the plans.
Summer 07
Head nurses questioned about progress and feelings. Phone calls in August to ask how
they were doing:
- The substitutes exhibited poor commitment, they would have preferred to work mornings
only, the temps got to choose and present wishes as to shifts, and a part of the permanent
staff would also have liked to take on mornings only or been transferred to stand-by staff.
- HN wanted clear instructions for rota planning, a stand-by person for the department,
and support from the occupational health services.
- Not many evening-to-morning shift rotations planned.
- Lists the same as during the project: no evening-to-morning rotations (if any, then
extended recovery time), no uninterrupted work stretches of more than 6 days
- Ergonomic planning continued, no evening-to-morning rotations.
- Ergonomic planning continued: no evening-to-morning rotations, no work stretches of
over 6 days, not even for those who do nights only (clear rota planning rules created with
the director of nursing services).
- The department voted about continuing with ergonomic rota planning - the one half was
for, the other half was against - and the continuation is open.
32
The head nurses in the participating departments were sent an electronic survey in
June 2007, inquiring as to the implement ability of the intervention. The pros of
ergonomic rota planning were seen to include the nurses better recovery and the
head nurses opportunity to promote the health of the employees through shift
planning. It was noted that the old gripe about the strenuousness of the eveningto-morning rotations was gone, because sufficient rest was assured. Rota planning
as such was experiences as easier than before.
The replies showed that ergonomic shift planning had not, to say the least,
weakened the organization of the work at the departments. A part of the head
nurses felt that the new rota planning had helped committing to the personal nurse
system because the personal nurse was energetic on all working days. The same
departments improved their communications as well, because the reorganization of
work was seen as a natural consequence of the changes in the circumstances.
The head nurses will apply ergonomic shift planning in their departments in future,
too. The numbers of evening-to-morning shift rotations are kept low; uninterrupted
stretches of shifts are kept to no more than five shifts, and a part of the head nurses
will plan shorter night shifts. Individual wishes are paid attention on, but the
ergonomic thinking is kept as the basis for all shift planning.
The head nurses aim at making the shift planning even more ergonomic than before.
There are discussions held at the departments, still, about attitudinal changes. A
part of the head nurses would want to develop participatory rota planning or try
yearly working hours. A part is trying to influence attitudes in their own hospital
environments or to market ergonomic shift planning to their colleagues. All the
respondents have noted that ergonomic shift planning requires a new way of
thinking and some time to digest.
When asked about the need for support and training in enhancing shift planning
methods, the head nurses wished that the personnel be better briefed about shift
planning, and also wished to have common, harmonized policy statements as to
what constitutes good and ergonomic shift planning. Shift planning requires
perceiving the total situation at the department precisely, and there are frequent
discussions held on the topic with the personnel. The shift planning is wished to take
on more flexibility through local agreements and updates to the shift planning
software.
33
34
5. On the basis of the results of the project, the steering group is ready to recommend
that the branches of the City of Helsinki where shift work is used similarly implement
ergonomic shift planning methods. In practice and primarily, this means giving up
evening-to-morning shift rotations.
35
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36
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37
Appendix1. Implementation of shift planning in departments B-F during the project (number).
50
40
30
evening-to-morning shift (planned)
evening-to-morning shift (actual)
unoccupied shifts
changes to schedule (wishes)
20
10
Department B
50
40
30
20
10
Department C
30
.1
-1
20 9.2
.2
-1
2
13 .3
.3
-2
3.
4.4
23
.4
24 .06
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-1
4
15 .5
.5
-4
.6
5.
625
26
.
.6 6
-1
6
17 .7
.7
-6
7. .8
82
28 7.8
.8
-1
18 7.9
.9
9. 8.1
0
10
-2
9.
30
1
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2- 0
20 19.
1
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1- 1
1
0
11
.1 .12
231
.
1. 12
121
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22
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12 11.
2.
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5.
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325 .07
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7
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3.
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4.
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24
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15 4.5
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5.
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6.
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5
26
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6.
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18 7.9
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9. -8.1
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00
7
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38
100
90
80
70
60
50
evening-to-morning shift (planned)
evening-to-morning shift (actual)
unoccupied shifts
changes to schedule (wishes)
40
30
20
10
Department D
100
90
80
70
60
50
evening-to-morning shift (planned)
evening-to-morning shift (actual)
unoccupied shifts
changes to schedule (wishes)
40
30
20
10
Department E
2.
4
24
.4
3.
4
.-1
4.
5
15
.
.5
-4
.6
5.
.
6.
-2
26 5.6
.
.6
.-1
6.
17 7
.7
-6
.8
7.
8.
-2
28 7.8
.8
-1
18 7.9
.9
.9. 8.1
0
10
-2
30 9.1
0
10
.
20 19.
1
.1
1- 1
11 10.
1
.1
2- 2
31
1.
.
12
120
.1
.
21 07
.1
-1
1
12 .2
.2
-4
5 . .3
325
.3
-2
.3
-
3.
4.
9.
2
12
.3
-1
.1
-
13
20
30
.1
39
100
90
80
70
60
50
evening-to-morning shift (planned)
evening-to-morning shift (actual)
unoccupied shifts
changes to schedule (wishes)
40
30
20
10
Department F
40
Appendix 2. Rota presented by shift type (D=morning shift, A= evening shift, N=night shift, empty
cell=days off, evening-to-morning shift rotations in red, and single days off in orange) and
distribution of days off (6 week average) before and after intervention.
Before
After
3,5
2,5
2
before
after
1,5
0,5
0
1
days off
Department B
>7
41
Before
After
3,5
2,5
2
before
after
1,5
0,5
0
1
5
days off
Department C
>7
42
Before
After
3,5
2,5
2
before
after
1,5
0,5
0
1
5
days off
Department D
>7
43
Before
After
3,5
2,5
2
before
after
1,5
0,5
0
1
5
days off
Department E
>7
44
Before
After
3,5
2,5
2
before
after
1,5
0,5
0
1
5
days off
Department F
>7