Conflict is always going to be a part of life and a part of the workforce. It is important to realize this in order to deal with conflict we need to accept that conflict will occur in our lives. I think the best way to avoid and resolve conflict is to have through communication. A lot of conflict results from a lack of communication and simple misunderstandings. I think another important factor for conflict resolution is to remain calm and if either party in the conflict is unable to remain calm then they need take a step back, calm down and then continue to resolve the conflict later on. We also discussed how it can be important to have a mediator for conflict resolution discussions.
This week we talked about motivation. I thought of some really great ideas to motivate employees and learned about some other ways I hadn’t previously thought about from my classmates and from the lecture. In doing the discussion, I reflective on the types of things that motivate me as an employee, and I realized that money isn’t nearly as big of a factor as I thought it might be. Obviously I wouldn’t be against getting more money, but it’s more important to me to have a job that I like doing and to to feel like I am respected and appreciated by my co workers and by management. I realized that even just little things like a card saying you did well or a good job from one of your co workers can be a big motivator and increase overall job satisfaction.
This week we learned about strategic planning. Strategic planning is a foreign concept to me, something I don’t really have prior experience with, and something that I feel like I am still trying to understand. The strategic planning activity was difficult because I felt like I wasn’t really sure what to do and didn’t have enough knowledge or expertise to make these types of decisions and I felt like I would screw it up. I messaged my group members a lot to get their input and feedback. I do feel like this activity as well as the BSN strategic planning activity helped me gain a better understanding of this concept and how frequently it is used. The discussion this week made me realize how much research needs to into strategic planning and that there isn’t one correct answer, many people in our discussion had good ideas for the strategic planning for the University’s MSN program even though we had different ideas about it.
This week we had a discussion about change. Change is hard. Well at least for some of us it is. Change is something that I have always struggled with. Honestly, I used to be like Hem when it came to change. However, I have been working a lot on learn to accept and embrace change. Now I would consider myself like Haw, I like things the way they are and get complacent easily, but I move along with change when it comes. I know this is an area that I can continue to improve on and hope to become more like the mice in the future.
The managing change assignment got me thinking about how hard it is for management to bring about changed in regard to having all employees compliant and hopefully content. This seems like a very difficult task and more difficult if the staff members are like Hem. I think we all know that change is inevitable but despite that we still resist it so much. I like to think about the change to the nurse profession or even the medical field in general over that past century or even just the past decade. So much has changed since then. Imagine if we still practiced lobotomies? Imagine if medical staff still didn’t wear gloves or wash their hands. These changes are extreme but it wasn’t that long ago that things were that way. Overall change is good and we need to remind ourselves of this. Continue reading “Week 10 reflective journal”
This week we talked about staffing/scheduling, and career development. In the lecture on staffing and the staffing assignment I learned that I never want to be responsible for staffing a department, it seems like it is an incredibly difficult task and I don’t feel like I would be very good at it. The example that was given in our assignment was a relatively simple unit and it was still kind of a struggle for me, I am happy it was a group assignment. I can’t imagine being in charge of staffing for a large unit in a large hospital.
In terms of career development I am currently very happy working in bedside nursing. However, the thought of doing that forever is not appealing to me. I know that I want to continue my education and most likely become a nurse practitioner however I still am not sure exactly what type of program I want to do. The online option seems appealing to me but it might make it harder to get good clinical rotations. Additionally, it seems like most programs are moving away from masters and toward doctoral degrees so I would most likely do that. If I stayed in Utah I would probably apply to the U of U. In talking with my co-workers most have recommended doing and FNP program because it gives you more opportunity to change specialties later on if you desire, you might have to take a few additional classes for certain specialties but for the most part you can still switch to other fields.
This week we discussed the future of nursing. There were many things that we discussed as to the potential and hopeful future of nursing such as increased education for nurses, more opportunities for nurses to practice to their full potential, more nurses in legislature, increased interdisciplinary collaboration, and more nurses in leadership positions. I think that these would all be valuable changes to the nursing profession and I truly hope to see them incorporated more throughout my years in the nursing profession. I would especially hope to see more nurses involved in legislature.
I hope to be an example of the future of nursing. I want to continue my education not just formally, but I want to continue to research and learn on my own in the areas that I am interested in. I hope to be an APRN in the future and to be able to practice in that role to my full potential. I think that communication is extremely important in our profession in order to have the best patient care possible and for patient safety. I make communication and collaboration a priority in my practice as a nurse.
In my modern healthcare assignment this week I learned about properly weaning patients off of opioids when they have been using them for a long period of time. Although this isn’t something that I do in my department because I only see patients for a matter of hours, this was something that was very interesting to me as the opioid epidemic has become a huge problem.
This week we learned about budgeting. To be honest this is definitely not my strong suit, and even though I understand many aspects of it much better now, it is still pretty confusing for me, I don’t do well with numbers (math has always been my weakness). However, this week’s modules gave me a better appreciation for management and those responsible for budgeting. I think as a bedside nurse we often complain about nursing ratios (not saying I still won’t complain, because we should have safe ratios) but I have a better understanding of how difficult it can be to stay on budget and the hard choices that are involved with determining where to cut costs and I can understand a bit better now why nursing hours often get cut.
I also worked more on my professional portfolio more this week. In updating my resume I was able to add a lot of certification to it which was exciting. I also had to update my career accountability plan. I was interesting to see how this has changed since doing it last year. I have already accomplished a few things that I had originally placed a few years down, something that I moved up that I feel I could achieve sooner than I originally thought, and other things that I pushed back on my timeline.
For this interview I interviewed Nate Davis at WSRP
- What is the first action you take when an issue is brought up about an employee who needs discipline?
The first action I would take would be to talk to the employee about it directly, face to face.
2. Are there several steps that are taken to discipline an employee before termination?
Yes there are typically three levels 1 Verbal warning 2 written warning 3 termination. We give our employees multiple chances to rectify poor behaviors or improve. However, it also depends on how big the issue is. Some things could be seriously enough to warrant immediate termination with warnings.
3. When do you usually fire an employee or discipline them? Do you do it before the weekend?
We don’t have a set time or day that we fire employees, but typically in the morning, so they don’t go through their entire work day and then at the end get fired. We set up a time to meet as a group (manager, HR, any other pertinent individuals) and discusses the employee’s termination with them together.
4. Are you required to give severance pay if you fire an employee? If so, does this impact your decision on whether or not to fire them?
No, but our company typically gives an additional two weeks pay. This is pretty nominal to our company.
5. Do you have the final say in whether or not an employee needs to be fired? Or is there a committee/someone over you that makes the final decision and you execute those decisions?
There is not a committee, the partners and managers discuss the performance and them make a collective decision among the partners
6. Who all is involved in the firing process and discussion with the employee when they are fired.
See Q.3 Usually the HR director, a partner, and a manager.
7.How long is the discussion with an employee about them being let go?
This is really variable upon the employee, why they are being fired, and what details need to be addressed. They mostly end up being in the 30-60 min range.
8. Do you utilize verbal/written corrective discipline and education? If so how many times do you do this before proceeding to the termination of the employee?
Generally, yes. Again this depends on the situation. For example, if the employee was embezzling money there would be no warning, it would be an instantaneous termination. However, for most things employees are given 1 verbal warning and 2 written warnings before termination.
9.Does the process of termination for the company you work for every hinder you from terminating an employee?
Yes, we resort to firing only as a last resort.
10. What is done to prevent gossip and retain the trust of employees in the workplace when terminating an employee?
The managers and staff have a close relationship that allows the communication of such events. Our industry is known for high turnover.
11. What types of issues/offences do you fire/ terminate over? What constitutes termination and what is discipline worthy?
Poor performance relative to the rest of the staff, extreme poor communication, misrepresentation on skills/abilities. And other major issues such as embezzlement as previously mentioned.
12. How many warnings/ offences do you allow before considering termination?
Before this interview I didn’t really thing about extreme cases which would require immediate termination without following the whole verbal and written warning path. Obviously this situation occur, I just hadn’t thought about it going into the interview. I also leaned that this company doesn’t really do a severance package which was something that I thought was kind of required so it surprised my to learn that. I also thought about how certain things like tardiness that would be an issue in healthcare isn’t necessarily and issue in other professions, because they aren’t required to be there at a certain time as long as the get the work done and get their hours in.
This week we learned about ethics in nursing. There are somethings in healthcare that are clearly ethical or clearly unethical. For example, it is obviously unethical to give a patient HIV in order to study it. However, there is a lot of grey areas when it comes to ethics in healthcare. A few examples that were brought up in our discussion this week were requiring immunization, abortion, treatment of minors with gender dysphoria, withdrawal of life support in pediatric patients, the right of pediatric patients to know their diagnosis and prognosis, and withdrawal of dialysis for patients in permanent vegetative states. On some of these topics we had vastly different ideas about what is and is not ethical. It’s not like any of us are bad people or “wrong” for our thoughts and beliefs, we all have different backgrounds, experiences, and views that lead us to conclude what is and is not ethical. That’s why some of these topics are so difficult.
We learned about the ethics committee and what their role is. I learned that the medical team is not required to do what the ethics committee has determined, it is simply a recommendation, and they can go against the ethics committee’s recommendation. However, generally the medical team will do what the ethics committee recommends. I find this a bit counter-intuitive, because if the ethics committee deems something as ethical or unethical I would figure that we not have the ability to blatantly go against that.
For this assignment I interviewed Tyler Neves he is a CPA and Auditing Partner at Saddler Gibbs and Associates.
- How long do your performance interviews last and do you feel it is an adequate amount of time?
There are three types of performance reviews: 1) Formal – which is an annual evaluation of each individual employee, given by multiple partners where goals are set and promotions/raises are communicated; 2) end-of-project evaluations for larger jobs – which usually includes the project team for larger jobs where the partner pulls the team in to evaluate the teams’ performance; 3) Mentor meetings – one-on-one, set times. this sometimes has a performance evaluation aspect to it, although it is meant to be a time where employees can ask questions, obtain advice, air grievances, etc. The time required is anywhere from 30 minutes to 2 hours (in the case of mentor lunches, it could take up to 2 hours). Long enough, it depends on the employee. Some like more feedback than others,everyone’s personality is different.
2. How often do you hold performance interviews with your employees?
Formal: once per year; informal: 2-6 times per year (these are on-the-job feedback type performance interviews, or at the end of a larger jobs/projects; Mentor meetings: 1-4 times per year
3. Do you encourage or require your employees to set goals that they can work on throughout the year?
Yes. We do require individual goals for employees and have company goals as well.
4.Do you use a one on one method when doing a performance interview or do you have others in attendance?
5. What kind of setting do you hold performance reviews? A more formal setting with an appointment time? Or do you just pull people aside throughout the work day?
6. How do determine the results of a performance review? Do you use some type of scale to grade employees?
See Q.1 – for the Formal evaluations, there is a scale with a self-ranking and a partner ranking; ranking = ‘needs improvement’, ‘meets expectations’, ‘exceeds expectations’. For the other two types, no.
7. Are your employees pay/ raises affected by their performance review?
8. Do you have coworkers and employees evaluate each other? Is what they say taken into account when making decisions?
No; although, we do communicate with those who supervise staff, as applicable for more junior employees.
9.Do you ever give employees a “perfect” score on a performance review? Why or why not?
Exceeds expectations is the highest ranking. And, although it doesn’t mean perfect, it is meant to communicate employees’ strengths, relative to their job title.
10. What qualities are you evaluating? Attendance, ability to get along with coworkers, get projects done, etc..?
The annual self-evaluation attached is meant to be completed by the employee and provided to Mgmt in advance of the performance interview. Then, during the interview, Mgmt and the employee discuss where Mgmt’s ranking would differ than the employee’s ‘self ranking’, which is really meant to serve as an opportunity to have a constructive criticism discussion or a ‘pat on the back’ where the employee ranked themselves lower than Mgmt’s ranking. At the end of the interview, goals are refined and are used throughout the year in Mentor Meetings.
What I learned:
It is interesting to see how the performance appraisal worked in the setting of an auditing company. They have a lot more performance appraisal opportunities than what I am used to in the healthcare industry. In every job I have worked in healthcare, I have just had one annual performance appraisal. I like the aspect of having set mentor meeting to ask questions and get advice. I feel comfortable going to the preceptor who trained me for questions and advice, but it would also be nice to have this in a more formal setting as well for those who are a little may be more afraid to ask for help. It seems to me like pay raises for performance are pretty standard in most professional jobs, which makes sense, those who were harder and do their job well should have their compensation reflect that.