Approving vacation requests when vacant positions exist

Medical Laboratory Observer, Dec, 2004 by Christopher S. Frings

Q Because we have several vacant technical positions, we have had to turn down a few requests for "paid time off." Although we try to be creative with scheduling, sometimes it just is not possible to approve all requests for vacation time without jeopardizing patient care. Our staff is irate. Is it unreasonable for management to deny vacation requests, or should staff be more understanding? (Note: At our institution, if vacation time is not used at the end of the year, the employee is paid for hours not taken.)

A Marti Bailey points out, "Many employees feel that they should be able to use earned vacation time whenever they want. Approving all employee vacation requests is unrealistic because of the need to provide adequate coverage of services. Although your employees are paid for unused vacation time, they still need the opportunity to take time off from work. To determine how many employees can be granted vacation time simultaneously, you should consider total staff number, daily coverage requirements, annual vacation benefit, and anticipated turnover. You should then share this information with the staff so that they can understand how vacation time must be allotted in order to allow all employees to take maximum time off. You and your employees should work together to develop a realistic vacation schedule that provides necessary coverage while allowing employees to get a break from work. They need to understand that planning is necessary in order to meet staff needs."

Ms. Bailey adds, "Establishing a timeline for submitting and approving requests for time off is an important aspect of developing a vacation plan. Vacations requested on short notice have a much greater risk of being denied than those requested in advance. The plan should also address common vacation periods such as summer and around holidays. It is unfair to approve oneweek vacations for a few people over Christmas while giving remaining staff no time off. Working on this plan will help the staff understand the challenge of creating a fair vacation schedule."

According to Larry Crolla, "Employees need time off to refresh themselves. Laboratorians should realize, however, that their profession requires some sacrifice at times. Ensure that your staff knows you are actively trying to fill vacant positions. The staff will likely continue to complain to gain recognition of their sacrifice; such venting is needed for self-esteem, so do not be too concerned. If you are not really trying to fill the positions, then your staff has valid issues."

Alton Sturtevant advises, "Being able to take time off is important for good mental and physical health and promotes productivity. Your institution recognizes the need to pay for unused vacation time. Many institutions do not pay for unused time at the end of the year, but do allow instead for a set amount of unused time (e.g., 40 hours) to be carried into the next year. Accumulated vacation time above that amount will be lost or, in some cases, can be donated to persons on extended illness leave. As the manager, you have the responsibility to create a schedule that allows employees to take time off if at all possible. This is difficult to do when positions are vacant. Managing time off in this situation requires cooperation between management and staff. It also requires that you initiate frequent discussions and encourage employees to manage their individual time off appropriately."

Bottom line. With frequent communication, you should be able to gain the support of your staff and eliminate some of their consternation with denied time off. Request their help in the scheduling process. Overtime can be used judiciously to complement scheduling to allow time off. The staff must realize that patient care is the ultimate goal of your institution.

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Christopher S. Frings, PhD, is an internationally known consultant and speaker on the topics of leadership, managing change, time management, reaching goals, and stress management. His consulting firm, Chris Frings & Associates, is in Birmingham, AL.