Management Q & A
Issues to consider when hiring
By Alan Lenhoff, Editor
Kathy Nucifora is Accreditation Division Manager for COLA, the clinical laboratory education, consultation, and independent accreditation organization that helps clinical laboratories and staff to meet CLIA and other regulatory requirements. She oversees all facets of COLA’s accreditation program on behalf of the firm’s nearly 8,000 client laboratories. Prior to joining COLA, she served as Laboratory Administrator at Maryland General Hospital, where she was responsible for a full-service laboratory and a team of more than 60 staff members. She previously held a management assignment at a laboratory in Kansas, and served as an adjunct professor at the Community College of Baltimore County. Nucifora holds a BS degree in Medical Technology from Ball State University and a Master of Public Health degree (MPH) from Wichita State University. MLO asked her about the art and science of putting together a top-notch team of medical technologists.
MLO: What considerations should a lab manager take into account when assembling a team of medical technologists?
Nucifora: Prior to becoming the Accreditation Division Manager at COLA, I was a laboratory administrator for almost twenty years, with experience in both hospitals and POLs. The characteristics that I looked for in the hiring process (once I had established that the candidates were qualified by education and experience) included 1) a conscientious focus on quality and the importance of laboratory testing in patient safety; 2) reliability, because the work is so important; and 3) a team orientation and communication skills.
What kind of educational or past work experience should a manager look for in candidates?
Nucifora: That may depend on the position available and the type of laboratory. In a high-complexity laboratory, I always looked for a bachelor’s degree or, at the minimum, an associate’s degree, and preferably ASCP registration. Many laboratories have made an organizational transformation to a structure that values cross-training and flexibility, so I typically looked for a strong generalist background. For the disciplines of Microbiology and Transfusion Services, however, concentrated experience in those particular areas is very important.
Should a manager therefore try to find a “mix” of skills and specializations? If so, what kind of mix?
Nucifora: A well-rounded technologist with exposure to all disciplines is ideal for the small lab or a core lab. That is why, as a faculty member of an MLT program, I always recommended that the new graduates try to gain experience in as many disciplines as possible early on, so that they could strengthen and solidify what they learned in school, and also so that they had a chance to thoroughly evaluate career options. A laboratory with a good mix of generalists and those with concentrated experience in some areas is a good model.
What role should meeting CLIA and other accreditation standards play in hiring decisions? In ongoing training?
Nucifora: Meeting CLIA and accreditation standards is critical in the hiring process. Unqualified staff and/or staff who are not adequately trained can affect the safety of your patients. The Laboratory Director is responsible for making sure that lab staff are qualified and trained, and as an administrator I was committed to doing my part by observing the standards when hiring.
More generally, how should lab managers integrate professional development into the work, and how should they standardize it so they can be satisfied—and possibly satisfy others—that it is meaningful and effective across the board?
Nucifora: The need for ongoing training is evident in laboratory medicine, as technologies change, new products are developed, and research continues to enlighten us. Yet for many labs, it is difficult to get the necessary budget to acquire needed education and training for the staff. I looked for low-cost webinars or local meetings or workshops, to keep costs down. Accrediting organizations offer reasonable educational packages, and the best ones are those that can be shared with all staff by being accessible at any time.
Another way to keep meaningful training and education alive in your lab is to hold regular lunch-and-learn sessions, featuring your own physicians or pathologists. Sometimes you don’t realize the incredible untapped resources you have at your own facility.
Requiring staff to attend a certain number of education events throughout the year is a good way to make sure that all staff have opportunities to grow in their careers, and to standardize. It’s always good to have the staff share what they have learned.
There is a shortage of medical technologists across the country in general, and more so in some areas than others. How has this affected your hiring and training policies?
Nucifora: When I was a laboratory administrator recently in Baltimore, the shortage made it difficult to find qualified staff to work the evening and night shifts. Hospitals have a particular challenge due to the need to provide 24/7 staffing, including weekends and holidays. Medical technologists have so many career choices now that you really need to be creative to recruit well qualified staff to work in hospitals. Flexible scheduling can be attractive, and many hospitals are offering fantastic benefits to join the team.
In my current position at COLA, we have seen the shortage when recruiting experienced and qualified medical technologists to be surveyors and technical staff. We are very selective about hiring our staff, and we are fortunate to have an excellent team, but it can be a lengthy process to find the right fit for open positions as we grow.
We take an active role in promoting the laboratory profession by partnering with area schools to mentor bright young people in our community. What we do is important and meaningful. When I talk to students about career choices, I emphasize that contributing to the health and wellness of the people in their communities by becoming a laboratory professional is an enriching and challenging privilege.
Published February 2012