This Scientific Short is part of a series on laboratory personnel management.

There is a nationwide disparity between the need for trained medical lab professionals and the programs available to meet the training regulations. While the Bureau of Labor Statistics (BLS) estimates an 11 percent job growth between 2020 and 2028, the National Accrediting Agency for Clinical Laboratory Sciences (NAACLS) reports of a 7 percent decline in medical laboratory scientists (MLS) and medical laboratory technicians (MLT) training programs between 2000 and 2020 (1). Additionally, the vacancy rates of open positions range from 6 to 11 percent throughout the country, with staffing the lab with qualified personnel as a top concern (1).

There are a variety of solutions that could be developed and implemented at a regulatory level. The current Clinical Laboratory Improvement Amendments (CLIA) regulations of staff training requirements and testing level complexity are the biggest obstacles laboratories must navigate when staffing their departments. A recent white paper published by the Association for Diagnostics and Laboratory Medicine claimed that the current standards are outdated, as they were developed before mainstream computers and total lab automation (2). Recent advances in technology greatly reduce the human error component and need for thorough trainings on methodologies received by MLSs during training. Reassessing the levels of complexity with automated instrumentation, or even ‘sample to answer’ instrumentation, would allow for more flexibility in hiring staff with education that differs than a traditional registered MLS or MLT.

While the ability to hire non-registered medical laboratory scientists would greatly benefit automated departments, they cannot be fully replaced when performing high complexity testing. There should be an increased focus on promotion of this career path and supporting the remaining open MLS training programs. This promotion can be as simple as informing students of this career option by adding laboratory sciences to current STEM (Science, technology, engineering, mathematics) programming or federal / state scholarships to attend MLS programs.

Increased visibility to the profession by the general population can be influential as well; social medial presence of regulatory agencies can include highlighting laboratory celebrations and recent advances.

The recent COVID-19 pandemic placed a mental and physical strain on healthcare workers that highlighted the importance of work life harmony. Healthcare workers faced an unprecedented volume of work not seen in recent generations, which increases the workers intent to leave their position (3). The emergence of positions such as the innovative ‘Chief Wellness Officer’, have systematically increased protocols aimed at improving workplace well-being and recognize the needs healthcare workers face during critical times (4). Retention of healthcare workers will also improve when there is upward mobility inherent in positions. Promotions, involvement in decision making, and the support of management to optimize work arrangements are all motivating factors that improve job satisfaction (5).

As healthcare changes, regulatory agencies and laboratory management must adapt as well. The workforce changed dramatically during the COVID-19 pandemic, and in healthcare there is a shift towards a more sustainable approach to work and life balance. Although the pandemic caused an increase level of burnout not seen to such a high degree previously, it did shed a light on the healthcare workers need to balance life and work. There are many steps we can collectively take to improve the situation of the future staffing needs of medical laboratory scientists.

References

  1. Scott, K. (n.d.). Solving the clinical laboratory workforce shortage. Today’s Clinical Lab. https://www.clinicallab.com/trends/laboratory-staffing/solving-the-clinical-laboratory-workforce-shortage-23189#:~:text=Currently, there are 235 MLS,report difficulty filling many positions
  2. Deaton- Mohney, Erika. MT(ASCP). “Overcoming Lab Staffing Shortages”. Association for Diagnostics and Laboratory Medicine. July 14, 2023.
  3. Rotenstein, L. S., Brown, R., Sinsky, C., & Linzer, M. (2023b). The association of work overload with Burnout and intent to leave the job across the healthcare workforce during COVID-19. Journal of General Internal Medicine, 38(8), 1920–1927. https://doi.org/10.1007/s11606-023-08153-z
  4. Awan, O. (2023, March 9). Healthcare worker burnout is rampant- here’s what should be done. Forbes. https://www.forbes.com/sites/omerawan/2023/03/08/healthcare-worker-burnout-is-rampantheres-what-should-be-done/
  5. Bhatnagar, K., & Srivastava, K. (2012). Job satisfaction in health-care organizations. Industrial Psychiatry Journal, 21(1), 75. https://doi.org/10.4103/0972-6748.110959