A few comments: first, I really like what was said above about this being a pubic forum. You don't want your employees seeing comments like that. Second: if you are in charge then YOU are in charge. Set the ground rules and enforce them. You will need your Medical Director to back you up. Blood Bankers are notorious for not letting go, esp the older ones (like me). If you feel your techs are not able to perform up to their performance programs document, retrain, document - once they see you documenting things they will get the hint. Don't let them boss you around. Ask them what the procedure says. That's why there are manuals. If you think they are busting your chops, keep a record and then you can "retrain" as indicated but you also have a record for competencies at evaluation time - but you must make the effort to provide retraining. If they balk, document . . . It's a fine line to walk. When you have more management experience you will understand. In many instances we were promoted to management because we were good serologists . . . suddenly we had to learn to handle people - a whole different ball game.
To the person that started this post: getting calls at all hours is part of being in charge of the BB. On the off shifts, I have found that a bit of extra time for training goes a long way in reducing the calls. No matter how simple the procedure seems to you, esp if you are dealing with generalists, and it is something that occurs infrequently. Don't make it so they don't call when they really should. If you have a dedicated BB staff it might be a different story.