Understanding the dynamics of non-clinical staff reallocation to clinical practice during the first wave of COVID-19—a qualitative study

Background: During the coronavirus disease 2019 (COVID-19) pandemic one responsive strategy to ensure hospital staff capacity was reallocation of staff between departments. Unpredicted factors may influence how such a strategy is executed and knowledge of potential moderating factors is essential to improve future staff contingency plans. The aim of this study was to explore the dynamics of reallocating non-clinical staff from departments with low activity to clinical practice during the first wave of the COVID-19 pandemic at a 530-bed university hospital in the Capital Region of Denmark. Methods: This was a qualitative study based on six individual semi-structured interviews with non-clinical staff who were reallocated during the first wave of the COVID-19 pandemic, and eight interviews with leaders from departments reallocating staff. Data was analyzed using inductive content analysis. Results: The results showed that implementation of a staff contingency plan is influenced by a complex set of structural, perceptional, social, individual, and psychological moderating factors. Even though staff felt obligated and motivated to work and intended to cover shifts, reallocation was influenced by several other factors related to the contingency plan set-up, how the contingency plan and roles were interpreted by staff and leaders, how the leaders prioritized tasks and staff time, and the feeling of psychological safety. We found that staff and leaders interpreted the contingency plan in a social context, navigated the system, and made individual adjustments. Conclusions: This study sheds light on the dynamics of a reallocation process of non-clinical staff during the first wave of the COVID-19 pandemic. Reallocation is affected by a complex set of structural, perceptional, social, individual, and psychological moderating factors. Future staff contingency plans should take these factors into consideration to make better use of human resources in times of crisis and to improve staff experience with reallocation. © 2022 The authors.