Staff
SEPARATION, RECRUITMENT
Responses from both clinical staff and volunteers were pending between opportunities, challenges, and general criteria in relation to what they expected for leadership and staffing. Both were slightly more important for clinical staff than for volunteers. They expected the leadership position to be filled by nursing staff but at the same time feared that this might not be possible.For example, it must be led by nurses, i.e., the management position must be filled by a nurse and therewith be autonomous from other sub-units of the department which are led by a medical director. (clinical staff, 01)There was a general consensus that the team should consist of an interdisciplinary team who must all communicate interprofessionally. Important aspects mentioned were the nursing staff-to-patient ratio and the recruitment of highly qualified staff who are intrinsically motivated to work in a hospice. To keep staff motivated, regular meetings and updates with full transparency and involvement of all employees, already in the planning and development phase, was considered essential. The biggest challenges forecast were the interchangeability of staff and the different financing of both.There must be a clear separation of staff, that is, that new employees are hired who want to work in the hospice and then only work there and that those who currently work in the palliative care unit do not have to leave and work in the hospice. That would certainly work for a day, but not for the long term. I don’t even know if that’s allowed by the authorities. (clinical staff, 04)