One of the biggest challenges a laboratory manager can face is understaffing. Understaffing can occur for many reasons such as a hiring freeze, lack of qualified applicants, budget cuts, or changes in organizational philosophy. Understaffing places significant pressure on the laboratory manager and staff, as the organization still expects the same workload to be completed with fewer personnel. It is during this time that the laboratory manager needs to be proactive in several areas to effectively handle the impact of being understaffed.
First, the lab manager needs to temper their own expectations. With less staff on board, it is not going to be “business as usual.” Productivity will likely be impacted the most. The manager needs to take time to evaluate the current workload and requirements each scientist has and see if changes need to be made. Questions like, “Is this workload appropriate or sustainable?” and “Do changes need to be made on what takes priority?” should be asked to better manage the staff’s time and resources. The manager needs to make sure the scientists do not feel punished or overburdened due to understaffing.
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In these scenarios, stress levels will be elevated for all involved. Working in a forensic laboratory that requires an eight to 12-month training programs for new hires, I know firsthand the frustration and stress that understaffing can cause. During the training program, the scientist trainee cannot do casework, so we are frequently feeling the burden of being understaffed. One person finishes training, but then someone leaves or gets promoted and the process starts over. The lab manager can play a key role in trying to reduce stress if they have a proper and realistic view of the situation.
Communication: A key skill for managing an understaffed lab
When the manager has a clear understanding of their laboratory’s current state, they can focus on shaping its atmosphere and overall attitude. Although the manager may not be able to perform the lab work themselves, they can still provide encouragement and support to their scientists.
Communication is going to be critical during this time. The manager should speak with the staff and get their input on where they think changes should be made. Those doing the work probably have the best view and should be able to provide valuable input on where changes can or should be made. By including the staff in this process, it helps them get a better idea of the situation and creates a team environment
It is important that the staff knows management supports them and that everyone is on the same team. The manager should acknowledge and thank the staff for their hard work and efforts, both individually and as a group. Another essential communication component when managing an understaffed lab is for the manager to provide frequent updates. One of the frustrations staff can feel, especially during challenging times, is isolation. So, working to keep everyone in the loop can help mitigate that feeling and slow the spread of rumors.
Working with leadership: Setting expectations and finding solutions
In addition to communication with the staff, it is also essential that the laboratory manager communicates and works closely with upper management. The manager must keep their supervisors informed to ensure everyone understands how the laboratory is handling the current challenge. Clear communication with upper management helps set realistic expectations about what the lab can accomplish. Additionally, the manager should collaborate with leadership to explore ways to support the scientists in achieving the lab’s goals. However, working with upper management can present challenges, especially if their perspective on the situation differs. In these cases, the manager's role is to advocate for their staff and ensure their needs are represented.
Despite the challenges of understaffing, it can be an excellent opportunity for the manager to do some “outside the box” thinking to find different, and potentially better, ways to get the work done. With having a reduced staff but no changes in workload, efficiency is critical. It was during these times at my laboratory when we re-evaluated how we did things and found we could eliminate a few steps but still provide quality results. When staff sizes were back to normal, we kept the changes since they worked well.
Some examples of options the laboratory could investigate are:
- Creating new teams or re-organizing current ones.
- Setting up a triage system where time-critical tasks are diverted to assigned individuals or teams.
- Voluntary overtime to give the staff a financial incentive for working additional hours. Overtime can be a long- or short-term fix depending on the needs of the laboratory.
- Using part-time staff or interns to help with routine laboratory tasks.
The laboratory could also explore more involved options such as outsourcing certain processes or securing grants. Depending on the laboratory work and costs involved, outsourcing laboratory work can be a viable option. As a long-term strategy, the laboratory could apply for grants to support hiring staff, acquiring new equipment, or funding renovations—all aimed at advancing its mission.
Understaffing is a challenge that most laboratories wish to avoid as it puts added pressure on staff and management to try and maintain workloads and deadlines. Management cannot assume that the current staff will simply carry the load until it has passed. Many times, it is unknown how long the laboratory will be without proper staffing, so management needs to take a proactive approach to help minimize this challenge.
During this time, a laboratory manager must communicate effectively with both staff and upper management to keep everyone informed. One positive outcome of this challenge is that it allows management to explore new, innovative ways to improve efficiency and productivity, ensuring the lab stays on track while awaiting additional support.
