Table 4 How were your human resources managed during the crisis? (multiple choice)
From: Managing the COVID-19 health crisis: a survey of Swiss hospital pharmacies
Total n (%)* | |
|---|---|
New activities had to be performed to respond to the specific needs of the crisis | 29 (67) |
Activities had to be reorganised | 27 (63) |
Staff with functions that permitted it were asked to work from home | 25 (58) |
Essential activities were performed on-site or by teleworking (non-urgent activities ceased) | 24 (56) |
Staff at risk were moved to safer environments (either home or restricted to low-risk activities) | 20 (47) |
Normal activities continued during the crisis | 20 (47) |
Pharmacy telephone numbers were rerouted, and access to the pharmacy computer network was provided to pharmacists working from home | 11 (26) |
Extra staff were recruited from among volunteers | 11 (26) |
Others** | 8 (19) |
A dedicated pandemic response team was set up | 8 (19) |
Extra staff were recruited from among Switzerland’s civil defense personnel | 7 (16) |
Substitute or replacement staff were organised (especially in key functions) | 7 (16) |
Shift teams were kept together to avoid any mixing of staff | 5 (12) |
Sick leave was compensated | 5 (12) |
Extra staff were recruited from among Switzerland’s civilian service personnel | 4 (9) |
Extra staff were recruited from among former employees | 3 (7) |
Extra staff were recruited from among retired hospital pharmacy staff | 2 (5) |
No changes in practice | 2 (5) |
A business continuity plan was developed at the start of the crisis | 1 (2) |
Extra staff were recruited from the Swiss Armed Forces | 0 (0) |
Free telephone numbers were set up for maintaining contact with staff, clients and suppliers | 0 (0) |