Support the team behind every shift.
A planned workforce layer connecting staff responsibilities, rosters and hospital operations.
Explore the story
Medrella roadmap. This experience is being planned; scope and readiness will be demonstrated before implementation.
What this workflow connects.
The scope below guides discovery and demonstration. This capability is on the Medrella roadmap.
- 01
Employee and practitioner responsibilities
- 02
Attendance, leave and payroll requirements
- 03
Shift coverage and hospital roster rules
- 04
Onboarding, role changes and access removal
- 05
Separate validation of the adopted HR application
A roster is part of service readiness
A hospital can have rooms and equipment available while the right team is not in place. Workforce coordination therefore belongs in the operational picture, but it should not be reduced to a list of names against times.
Roles, skills, availability and departmental responsibility all matter. Medrella's workforce direction is to connect staff administration with the services people support. The precise HR application, payroll scope and hospital roster integration remain to be selected and validated. A workforce roadmap does not by itself establish an implemented or validated staff administration service in Medrella.
Separate identity, employment and clinical responsibility
An employee record, a login account and a clinical role represent different relationships.
A visiting practitioner may need clinical access without the same employment record as a permanent member of staff. A person changing departments may need their permissions updated even when their payroll details stay the same. The implementation should establish authoritative sources and clear ownership for those changes. Access should follow responsibilities rather than broad convenience. Joiner, mover and leaver processes need operational evidence so that changes are applied consistently across the systems that support the hospital.
Make shifts understandable to the people using them
Roster planning needs to account for planned leave, changes in availability and the service being covered. A published roster and actual attendance are distinct records.
The system should help staff understand the current assignment and the approved route for changes, including who covers a responsibility during an absence. Departmental rules may differ, so a generic calendar is unlikely to capture the whole requirement. The design should avoid exposing personal employment information unnecessarily while still giving operations teams the visibility they need to coordinate care and supporting services.
Connect payroll only through agreed rules
Attendance, shifts, allowances and professional remuneration can have different contractual meanings. A recorded shift should not automatically imply a particular payment without the approved rule and source evidence.
Payroll integration needs a defined owner, review process and reconciliation with finance. The hospital may choose to retain an existing HR or payroll product and connect only the operational information that Medrella needs. That can be a sensible scope when replacement would add risk without improving the care workflow. The integration boundary should be explicit, including corrections and the treatment of changes after a payroll period is closed.
Test the change of responsibility
For evaluation, follow a new staff member, a department transfer, a leave replacement and a departing user. Check how employment data, roster responsibilities and system access change at each stage.
Ask whether an operations manager can identify the current responsible team without seeing confidential payroll detail. Review exception handling and ownership of corrections. Measures should focus on unresolved staffing coordination and administrative rework, not invented productivity claims. Workforce capability remains planned until the selected applications and hospital-specific rules have been demonstrated with HR, finance, clinical leadership and the people responsible for daily rosters.
Connected thinking.
What would more time
for care make possible?
Let's explore it together