I would choose Sally and Joan for the 11 PM to 7 AM and 3 PM to 11 PM shifts, respectively. These graduates have individual qualities that fit into the two shifts as follows. First, Sally is a perfect fit in the 11 PM to 7 AM shift. Her profile reveals a young highly qualified nurse in both academic and clinical setups. While she has great clinical judgment skills, Sally lacks social maturity and interpersonal aspects. Also, she is choosy in essence, with a complete bias on a critical care as opposed to regular medical-surgical unit (Marquis and Huston, 2011).
Sally’s current personal and professional qualifications suit this team because there are areas I would want her to develop for the ultimate career development. For instance, as Kabene, Orchard, Howard, Soriano, and Leduc (2006) suggest, Sally needs a clear boost in her interpersonal elements and social maturity. The group is for developing Sally’s career path given their supportiveness and cohesiveness traits. Some of the group’s members may be characteristically weak but most are competent in performance. Nonetheless, this shift rates the most favorable among patients and families for their further positive traits depicting them as compassionate and caring. The group prioritizes the development of individual members as part of the unit through team performance both in clinical and social settings (Kabene, Orchard, Howard, Soriano, & Leduc, 2006).
Contrarily, Joan shows a great commitment to the nursing practice. This skill is essential for individuals that want to learn and develop through perseverance. She is notable for her interpersonal, social maturity, and intelligence skills. Her professional strengths comes from her adaptability to various work environments, attention to detail and overall competence. Joan’s further skills are present in counseling and clinical work (Marquis and Huston, 2011).
The above skill set suggests that Joan is more likely than the other Graduates to survive under the 3 PM to 11 PM group. This team comprises of an all-female staff of RNs and LPNs. The group is exceptionally competent and highly respectable among other employees, including physicians. Their nurses, however, are highly repulsive of newcomers and non-achievers. Joan’s emotional intelligence would allow her to easily gain their trust and support for eventual success (Kabene et al., 2006).
References
Kabene, S., Orchard, C., Howard, J., Soriano, M., & Leduc, R. (2006). The importance of human resources management in health care: a global context. Human Resources for Health, 4(20), DOI: 10.1186/1478-4491-4-20.
Marquis, B., & Huston, C. (2011). Leadership Roles and Management Functions in Nursing: Theory and Application. Philadelphia: Lippincott Williams and Wilkins.
