Improving Quality Manager (QM) Workload Management in Order to Increase Their Resiliency and Effectiveness in Contributing to Program Success

Abstract

Background The QM's capacity be resilient during change is a critical skillset. Since 2017, the ASBMT Administrative Directors SIG Quality Working Group and the FACT Quality Management Committee have collaborated identify opportunities increase QMs' resiliency [1]. The quality groups developed a 59-question anonymous survey collect data on QMs' personal resilience and perceived benefits of improved resilience. To assess possible work stressors, QMs were queried about their responsibilities, program size/complexity, and the nature of interactions with others, e.g. direct supervisors. Respondents were also asked rank selected resources for increasing resiliency. A total of 98 QMs of the 130 U.S. hematopoietic cell transplant program respondents who completed the BRS and identified the QM role as their primary engagement were included in this analysis. Findings BRS scores ranged from 1.67 5 (1 = low 5 = high resilience); mean and median scores were of 3.82 ± 0.67 and 4 respectively. 75% of respondents agreed that improved resilience promotes increased productivity. Survey results revealed links between lower BRS scores, longer work weeks, and failure use earned vacation time. QMs who reported they did not take their vacation leave had statistically significant lower BRS scores (Fig. 1). Analysis of this subgroup of respondents showed they routinely work >40 hours/week, and 63% were not engaged in managing their workload which was a measure shown result in a lower BRS score (Fig. 2). Although not reflected in lower BRS scores, respondents reported they did not engage in regular 1-to-1 meetings (Fig. 3) with their direct manager (27%) or program director (45%), and missed opportunities discuss workload management. Due limitations in project scope respondents were not asked about the availability of back-up personnel help manage workload. Discussion QMs are essential effective quality programs which, ultimately, impact patient outcomes. To recruit and retain proficient personnel, key drivers for increasing QM resilience must be identified and deployed. Through improved understanding of the QM role and engagement, the QM and program leadership must effectively manage key projects, tasks and events. Methods must optimize time management, productivity, and communication; e.g. proactively planning workload management with program leadership, streamlining work flows, developing ready references/job aids, and prioritizing to do lists. ASBMT and FACT will continue collaborating identify opportunities support increasing QMs' resiliency.