John O’Connor

Workplace scheduling as we knew it will never again be the same. For that, we can thank COVID-19.

Many operators who once required onsite attendance five days a week are giving the mandate a rethink, especially for admin staff. Some are embracing a hybrid approach that allows employees to work remotely a few days each week. A few are even allowing selected staff to simply work from home.

It’s not too hard to see why the work-from-home option is gaining traction. Its various benefits include more independence, combined with less commuting, and reduced costs for things like transportation, clothing and food. 

I’m not convinced large-scale telecommuting is going to take hold in a field like long-term care, where hands-on attention is such an essential part of the job.

However, another emerging shift just might take hold. I’m referring of course to the four-day work week.

One approach here is to have staff clock in for four 10-hour shifts, rather than the traditional five days at eight hours each.

Perpetual Guardian, a firm based in New Zealand, recently put the concept to the test. They found employees finished just as much work, experienced greater job satisfaction levels, and became more loyal. Workers also reported reduced stress levels and took less sick leave. One pilot study does not make a movement. Still, those are some impressive results.

We are also starting to see a push toward shorter shifts, which very likely could become an unmitigated disaster.

Legislation introduced last week by Rep. Mark Takano (D-CA) would reduce the national standard work week to four days/32 hours. In the unlikely event this occurs, filling positions would be all but impossible.

Clearly, change is in the air. We just don’t yet know which new approach — if any — is going to emerge as the new standard.

Who knows, we might even see some operators offering three-day workweeks with 12 hour shifts?  Sounds crazy, right? But before you dismiss this option, know that many hospitals now allow their nurses to do just that.

Of course, all these scheduling change options will matter little until this field learns to solve a more fundamental challenge: convincing more good people to stay.

John O’Connor is Editorial Director for McKnight’s.