Job Analysis of the Position
Jane is a newly employed registered staff nurse (RN). Before this role, Jane had worked as a Licensed Practice Nurse (LPN) at a smaller facility. Her duties included performing basic healthcare activities such as inserting catheters, dressing patients, and taking vitals. However, the new position meant that she would no longer work under, rather with other RNs in contributing to health care outcomes. On her current job, Jane’s duties include evaluating and recording patients’ symptoms and helping physicians in conducting surgeries and examinations. Further roles include dressing wounds, teaching patients on self-management, reviewing treatment plans, and writing reports.
Current Performance
Jane is currently struggling to keep up with her new independent role as a staff nurse. As mentioned earlier, Jane’s previous position as an LPN had her working under RNs and physicians. In this advanced position, however, Jane finds it hard to work and make individual decisions on patient care. Unfortunately, the present staff shortage, teamed with an overwhelming demand for healthcare, cannot allow the hospital to team her up with other colleagues. Understandably, such a working environment is not good news for Jane and the organization. As a result, her job rating among physicians and patients have tanked over the recent weeks. The other day, a patient in her ward developed a hospital-acquired ulcer. Other members of staff seemed to blame her for this occurrence (Lussier and Hendon, 2015).
Desired Performance
As the nurse manager, I would like to see her achieve the following desired performance indicators. First, I would like to see her gain the confidence required to administer medication and subsequent treatment to patients. Second, Jane has to learn how to coordinate with physicians in drafting plans for patient care and performing diagnostic tests. Furthermore, she has an important lesson to learn concerning offering patient instruction on post-treatment management as well as overseeing LPNs. Finally, it would be amazing to witness her growth into a satisfied team-oriented RN (Fewster-Thuente and Velsor-Friedrich, 2015).
Strategies to ensure Commitment to change
Jane will have to adopt the following strategies to show and ensure a commitment to change. First, she should focus on honing her interpersonal skills in addition to the practically acquired clinical skills. This strategy will help in improving her level of communication with colleagues during handovers. Second, Jane should pay attention to her patients and the task in question. This strategy is essential in linking expertise to patient care. Third, it would be vital that Jane learns to concentrate when taking information from patients and instructions from physicians. This capability offers a chance for the mind to interrelate both agents for the betterment of the patient’s health outcomes (Martin, McCormack, Fitzsimons, and Spirig, 2014).
Follow-up plan
The follow-up plan for Jane’s growth will contain two major actions. First, I will have one of the experienced RNs make occasional visits to her station in an informal supervisory position. The RN will work as an unofficial mentor that can help Jane bond with the workstation. Second, I will call for occasional meetings with Jane to gather information on her level of adaptability. As the nurse manager, it is my role to help her find comfort in the work environment.
Action Plan Alignment
This facility aims to inspire hope through the contribution to the health of patients. As a research-oriented entity, the hospital values the need to prioritize their patients’ needs. The organization acknowledges that it can only achieve these aspirations through the provision of unparalleled healthcare services. For perfect alignment, I find it useful to compile information on Jane’s performance over the weeks. Also, I will set an objective to have Jane hone her workability skills over the next five weeks at minimum. The ultimate objective is for her to gain the ability to perform her duties under minimum or no supervision (Lussier and Hendon, 2015).
Mentoring and training plan for Jane
The purpose of mentorship and training will be to offer support and guidance for Jane in her future new role. This plan contains the following elements. First, I will assign and introduce Jane to a mentor. Second, the mentor should meet and interact with Jane throughout the training period. Third, during the second week, I will meet with Jane and ask about her new experiences. The third week will see Jane continue the informal meetings for support until the final week. However, over this period, the mentor should encourage Jane to meet new challenges and score her expectations (Frost and Nickolai, 2013).
References
Fewster-Thuente, L., & Velsor-Friedrich, B. (2015). Interdisciplinary Collaboration for Healthcare Professionals . Nurse Admin Quarterly, 32 (1), 40-48.
Frost, N., & Nickolai, L. (2013). How mentorship affects retention rates of new nurses. American Nurse Today, 8 (4). Retrieved from https://americannursetoday.com/from-our-readers-how-mentorship-affects-retention-rates-of-new-nurses/
Lussier, R., & Hendon, J. (2015). Human Resource Management: Functions, Applications, and Skill Development 2nd ed. Edition. Thousand Oaks, CA: SAGE Publications, Inc.
Martin, J., McCormack, B., Fitzsimons, D., & Spirig, R. (2014). The Importance of Inspiring a Shared Vision . International Practice Development Journal, 4 (2), 1-15.
