Volume 38 Number 3 | June 2024
Claude Rector, MA, MLS(ASCP), ASCLS President
“You can’t connect the dots looking forward; you can only connect them looking backwards. So, you have to trust that the dots will somehow connect in your future.” – Steve Jobs, June 12, 2005
It was just over a year ago that I accepted my current position as the director of laboratory and respiratory services. I found myself overseeing a critical access hospital laboratory that had just lost four employees, including the director and three full-time medical laboratory technicians.
So, who was left? One assistant laboratory director, one second shift (2-10 pm) MLT, one third shift (10 pm-6 am) MLT, one weekend shift MLT, one lab assistant, and two PRN MLTs. I was assured, as they say, that the ship was not sinking. The ship might be taking on water, but it was not as bad as it looked. My next thought was, let the staff rebuild begin.
Our first move was to spread the word about our very attractive PRN rate. The current PRN rate was double the normal rate until further notice. Before accepting this position I was an MLT and MLS educator for the past 15 years. I strategically started sharing this newly discovered double PRN rate, which lead to immediate help with the staffing. The double PRN rate had been approved by administration as an alternative to the travel tech option. When compared to the cost of a travel tech, the double PRN rate was less than the total for travel services. The other advantage that occurred with the double PRN rate was that we attracted a few former employees who were already familiar with laboratory operations. There would be no need for orientation for the PRN staff. The information spread quickly, and the lab did secure an addition of three PRNs who all were former staff members.
Our second move was to hire our two MLT students as student techs. The students were doing their clinical training during the eight-hour day. At the end of their training, they clocked in for a few hours on the payroll to help with phlebotomy and sample processing. We aimed to increase the time of the students in the lab and also to recruit them to join our staff after graduation. I can report that both student techs accepted employment after graduation.
Our third move more or less found us. A newlywed MLT moved to town with her new husband for his job. This MLT had a couple of years of experience, and we were delighted when she applied for and accepted a full-time position.
Our fourth and final move occurred after our clinical-affiliated MLS program completed its graduation in May. We were able to hire two new graduates. I just happened to have been their professor the previous two years. And, we had a very competitive starting pay rate for new MLS and MLT graduates.
Not without knocking on wood, I am proud to share that our laboratory is fully staffed. It took the willingness and understanding of our administration to help provide the needed tools to accomplish the staffing goal.
I leave you with a reminder from the band called Timbuk3, “The Future’s So Bright, I Gotta Wear Shades.”
Claude Rector is the Director of Laboratory and Respiratory Services at St. Bernards CrossRidge Community Hospital in Wynne, Arkansas.
Medical laboratory staff at St. Bernards CrossRidge Community Hospital in Wynne, Arkansas.