Introduction: The introduction of the new C.C.N.L. 2019-2021 has made numerous changes compared to the previous one, including that concerning the classification of healthcare sector personnel (Art. 15) and has defined in Art. 17 that "As of 1 January 2023, the following will be filled: a) in the support staff area: all profiles already registered in the former category A [...]. (C.C.N.L. 2019-2021, p. 26), which is precisely the one in which the Auxiliary falls. This means that from 2023 all Italian hospitals, in this case the A.O.U. of the Marche, will no longer be able to hold competitions for the position of Auxiliaries: for this reason alternative solutions will have to be found to reorganize the staff in order to ensure the continuity and performance of services to patients, as well as guaranteeing adequate staff rotation and coverage of events such as expectations, leaves of absence, holidays and illnesses. Objectives: Investigate the number of Auxiliaries who have obtained the title of Social Health Operator; Understand the level of knowledge of the Auxiliary staff present in the A.O.U. of the Marche regarding the new classification of personnel within the 2019-2021 CCNL; Identify a new organizational model for the Auxiliary staff remaining in the Company. Materials and methods: an observational-descriptive study was carried out among temporary and permanent auxiliary staff employed by the A.O.U. of the Marche, from September to October 2023. An anonymous paper questionnaire was administered to understand the level of knowledge of the changes made to the contract on the classification of personnel and to investigate the number of Auxiliaries who have the title of OSS. Results: it emerged that 29.6% and 40.1% respectively know nothing or little about the changes to the personnel classification system envisaged by the current CCNL; furthermore, the Auxiliaries with the title of OSS 62 (43.7%), of which 45 have permanent contracts. Of these, 18 expressed a very/fairly favorable opinion on working as an OSS (40%), 12 out of 45 not at all/a little (26.7%) and 15 out of 45 expressed no opinion (33.3%). With this data it is possible to define three organizational proposals for the reorganization of support staff: 1) Replacement of the Auxiliary with the OSS. 2) Outsourcing of the patient transport system. 3) internal selection for A.S.A. in possession of specific requirements to become an OSS. Discussion: A fact-finding survey was carried out through the administration of an anonymous paper questionnaire on a sample of 142 predominantly female auxiliaries serving in the University Hospital of the Marche. Most have a type of permanent contract. As regards the answers to the questionnaire, only a small part know "fairly" or "a lot" about the topic; in fact, most of the answers revealed the presence of gaps or the total absence of knowledge in this regard. In the past, however, the Company (in particular the Director of Personnel Management) promoted training courses for Auxiliary staff lasting 4 hours in frontal teaching, dealing with the new contract and the changes made, without administering tests or satisfaction questionnaires to them. at the end of the course. As regards the organizational proposals, these will be used in the short and long term and are necessary to guarantee the continuity of services and increase the quality and satisfaction perceived by users. Conclusion: Through these three short and long term proposals it was possible to carry out a reorganization of the support staff at the A.O.U. of the Marche and respond to the objectives of this paper, as well as acquiring new organizational and managerial skills.
Introduzione: L’introduzione del nuovo C.C.N.L. 2019-2021 ha apportato numerose modifiche rispetto il precedente, tra cui quella riguardante la classificazione del personale del comparto sanità (Art. 15) e ha definito all’Art. 17 che “A decorrere dall’1 gennaio 2023 sono posti ad esaurimento: a) nell’Area del personale di supporto: tutti i profili già ascritti alla ex categoria A [...]. (C.C.N.L. 2019-2021, p. 26), che è proprio quella in cui rientra l’Ausiliario. Ciò significa che dal 2023 tutte le Aziende Ospedaliere di Italia, in questo caso l’A.O.U. delle Marche, non potranno più indire concorsi per la posizione di Ausiliari: per cui si dovranno trovare soluzioni alternative per riorganizzare il personale al fine di assicurare la continuità e lo svolgimento dei servizi ai pazienti, oltre che garantire un’adeguata turnazione del personale e la copertura di eventi quali aspettative, permessi, ferie e malattie. Obiettivi: Indagare il numero di Ausiliari che hanno conseguito il titolo di Operatore Socio Sanitario; Comprendere il grado di conoscenza del personale Ausiliario presente nell’A.O.U. delle Marche riguardo la nuova classificazione del personale all’interno del CCNL 2019-2021; Individuare un nuovo modello organizzativo per il personale Ausiliario rimanente in Azienda. Materiali e metodi: si è proceduto con uno studio osservazionale- descrittivo tra il personale ausiliario dipendente a tempo determinato e indeterminato dell’A.O.U. delle Marche, da settembre a ottobre 2023. Si è somministrato un questionario cartaceo anonimo per capire il grado di conoscenza delle modifiche apportate al contratto sulla classificazione del personale e indagare il numero di Ausiliari che hanno il titolo di OSS. Risultati: è emerso che rispettivamente il 29,6% e il 40,1% conoscono per niente e poco le modifiche del sistema di classificazione del personale previsto dal CCNL vigente; inoltre, gli Ausiliari con titolo di OSS 62 (43,7%), di cui 45 a tempo indeterminato. Di questi,18 hanno espresso parere molto/abbastanza favorevole nel lavorare come OSS (40%), 12 su 45 per niente/poco (26,7%) e 15 su 45 non hanno espresso parere (33,3%). Con questi dati è possibile definire tre proposte di carattere organizzativo per la riorganizzazione del personale di supporto: 1) Sostituzione dell'Ausiliario con l'OSS. 2) Esternalizzazione del sistema di trasporto pazienti. 3) selezione interna per A.S.A. in possesso di specifici requisiti per diventare OSS. Discussione: E’ stata eseguita una indagine conoscitiva tramite somministrazione di questionario anonimo e cartaceo su un campione di 142 Ausiliari prevalentemente di sesso femminile prestanti servizio nell’Azienda Ospedaliero Universitaria delle Marche. La maggior parte presenta una tipologia di contratto a tempo indeterminato. Per quanto riguarda le risposte al questionario solo una piccola parte conosce “abbastanza” o “molto” l’argomento; infatti, maggior parte delle risposte hanno rivelato la presenza di lacune o la totale assenza di conoscenza a riguardo. In passato però l’Azienda (in particolare il Direttore della Gestione del Personale) ha promosso corsi di formazione al personale Ausiliario della durata di 4 ore in didattica frontale trattando proprio il nuovo contratto e le modifiche apportate, senza somministrare loro test o questionari di gradimento a fine corso. Per quanto riguarda le proposte organizzative, queste saranno impiegate nel breve e lungo periodo e sono necessarie per garantire la continuità dei servizi e aumentare la qualità e la soddisfazione percepita dagli utenti. Conclusione: Attraverso queste tre proposte a breve e lungo termine è stato possibile effettuare una riorganizzazione del personale di supporto presso l’A.O.U. delle Marche e rispondere agli obiettivi del presente elaborato, oltre ad acquisire nuove competenze in chiave organizzativa e manageriale.
Riorganizzazione del personale di supporto presso l'Azienda Ospedaliero Universitaria delle Marche
PIETRONI, ILARIA
2023/2024
Abstract
Introduction: The introduction of the new C.C.N.L. 2019-2021 has made numerous changes compared to the previous one, including that concerning the classification of healthcare sector personnel (Art. 15) and has defined in Art. 17 that "As of 1 January 2023, the following will be filled: a) in the support staff area: all profiles already registered in the former category A [...]. (C.C.N.L. 2019-2021, p. 26), which is precisely the one in which the Auxiliary falls. This means that from 2023 all Italian hospitals, in this case the A.O.U. of the Marche, will no longer be able to hold competitions for the position of Auxiliaries: for this reason alternative solutions will have to be found to reorganize the staff in order to ensure the continuity and performance of services to patients, as well as guaranteeing adequate staff rotation and coverage of events such as expectations, leaves of absence, holidays and illnesses. Objectives: Investigate the number of Auxiliaries who have obtained the title of Social Health Operator; Understand the level of knowledge of the Auxiliary staff present in the A.O.U. of the Marche regarding the new classification of personnel within the 2019-2021 CCNL; Identify a new organizational model for the Auxiliary staff remaining in the Company. Materials and methods: an observational-descriptive study was carried out among temporary and permanent auxiliary staff employed by the A.O.U. of the Marche, from September to October 2023. An anonymous paper questionnaire was administered to understand the level of knowledge of the changes made to the contract on the classification of personnel and to investigate the number of Auxiliaries who have the title of OSS. Results: it emerged that 29.6% and 40.1% respectively know nothing or little about the changes to the personnel classification system envisaged by the current CCNL; furthermore, the Auxiliaries with the title of OSS 62 (43.7%), of which 45 have permanent contracts. Of these, 18 expressed a very/fairly favorable opinion on working as an OSS (40%), 12 out of 45 not at all/a little (26.7%) and 15 out of 45 expressed no opinion (33.3%). With this data it is possible to define three organizational proposals for the reorganization of support staff: 1) Replacement of the Auxiliary with the OSS. 2) Outsourcing of the patient transport system. 3) internal selection for A.S.A. in possession of specific requirements to become an OSS. Discussion: A fact-finding survey was carried out through the administration of an anonymous paper questionnaire on a sample of 142 predominantly female auxiliaries serving in the University Hospital of the Marche. Most have a type of permanent contract. As regards the answers to the questionnaire, only a small part know "fairly" or "a lot" about the topic; in fact, most of the answers revealed the presence of gaps or the total absence of knowledge in this regard. In the past, however, the Company (in particular the Director of Personnel Management) promoted training courses for Auxiliary staff lasting 4 hours in frontal teaching, dealing with the new contract and the changes made, without administering tests or satisfaction questionnaires to them. at the end of the course. As regards the organizational proposals, these will be used in the short and long term and are necessary to guarantee the continuity of services and increase the quality and satisfaction perceived by users. Conclusion: Through these three short and long term proposals it was possible to carry out a reorganization of the support staff at the A.O.U. of the Marche and respond to the objectives of this paper, as well as acquiring new organizational and managerial skills.| File | Dimensione | Formato | |
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https://hdl.handle.net/20.500.12075/17808