A-204 A clinical lab staffing model for today*s limited workforce - non-traditional lab techs and promotion pathway

Abstract Background Clinical laboratories continue to struggle with increased vacancies due to ongoing workforce shortages. The most recent American Society for Clinical Pathology Vacancy Survey in 2022 cited increased retirements and overall increased vacancy rates over 2020 (Garcia et al., 2023). Laboratory teams can reference CLIA regulation 42CFR493.1423 to identify options for non-traditional lab techs to not only fill immediate vacancies but to be a part of a larger staffing plan including educational development and promotion pathways. Methods Each laboratory can customize a solution meeting their needs focusing on immediate needs and long-term staffing stability. The core labs at Fred Hutchinson Cancer Center and Jefferson Healthcare combined examples into an option that works for their individual facilities, patients, and available workforce.1. Waived and moderate complexity testing by non-traditional lab techs:Consider a specific role with pay reflecting the increased responsibility assigned in your department;Increased duration of training;Strengthen operating procedures;Assess quality assurance monitoring infrastructure;Ensure IT solutions including auto-verification and remote differential reviews are fully utilized.2. Educational support for medical laboratory technician training:a. Ensure organizational tuition assistance or MLT specific program is available to promote internal candidates.3. Education and training support for categorical certification:On-the-job training;Didactic educational development enhancing theory and disease knowledge.4. Promotional program:Promotion within a designated role (MLT I/II/III, MLS I/II/III, etc.) through a structured program promotes growth and development, participation in department projects, collaboration, and shared ownership in department operations and improvements;Additional levels for each role improves merit recognition for team members when annual wage increases may be insufficient;Pathway supports long-term retention and identification of future department leaders for further growth and development. Results In 2024, Fred Hutchinson Cancer Center supported expanded services on multiple campuses with testing personnel voluntary turnover (less retirements) of 4%, down from 26% in 2023. Jefferson Healthcare saw 0% turnover in 2024, down from 20% in 2023. While a myriad of factors contribute to team stability and turnover, the implementation of these programs at both organizations are facilitating growth, development, and stability. Conclusion Clinical laboratories can hire a more diverse workforce, provide education, growth, and development opportunities, and fill their vacancies while maintaining safe and compliant lab services. Reference: Garcia, E., Kundu, I., Kelly, M., & Soles, R. (2023). The American Society for Clinical Pathology 2022 Vacancy Survey of medical laboratories in the United States. American Journal of Clinical Pathology, 161(3), pages 289-304. https://doi.org/10.1093/ajcp/aqad149