1. Chapter 21 Making Assignments, Counseling, and Analyzing Performance

2. Making Assignments, Counseling, and Analyzing Performance
Role as LPN Manager
Requires considerable responsibilities as leader and manager.
Work with patients, families and staff to identify realistic and achievable goals.
Coordinate activities to achieve the goals.
Set up a system of accountability to ensure goals are achieved.
Role model for staff.
Be willing to work along side staff to help them complete their work.

3. Making Assignments, Counseling, and Analyzing Performance
Ability to delegate is important to being an effective nurse manager.
Making assignments is the task done by nurse managers that allows for effective delegation.
Delegation requires:
Clearly identified task.
Match skills, interests and needs of staff and patients.

4. Making Assignments, Counseling, and Analyzing Performance
Making Assignments (cont.)
Delegation requires (cont.):
Patient has had thorough assessment.
Walking rounds.
Objective assessment measurements like standardized acuity systems.
Staff person is capable and empowered to do the task.
Staff contributes to delegation decisions made, are involved in planning care and can make alterations to care.
System of accountability is in place to monitor performance.

5. Making Assignments, Counseling, and Analyzing Performance
Sharing Information with Staff
To provide best possible care, staff members must be well informed.
A regular process for communication must be developed, such as verbal report and walking rounds.
Ability to provide input and receive feedback is important.
Develop system of accountability.
Staff members know what is expected of them.
There is a reporting mechanism like flow sheets.
Make positive comments on rounds and point out areas for improvement privately.

6. Making Assignments, Counseling, and Analyzing Performance
Coaching
Pumps up the team’s enthusiasm.
Commends team members, instructs, points out mistakes and offers incentives to perform better.
Positive approach to personnel management, involves:
Energizing
Positive reinforcing
Counseling
Disciplining

7. Making Assignments, Counseling, and Analyzing Performance
Coaching (cont.)
Energizing
Create motivating environment.
Must feel energized yourself and as though you believe in the goals of the organization.
Must be positive in your thinking and approach to people, see the possibilities.
Be enthusiastic.

8. Making Assignments, Counseling, and Analyzing Performance
Coaching (cont.)
Positive Reinforcement
Informal: Spontaneous feedback.
Immediate positive feedback reinforces behavior.
Commending someone in public is effective.
Formal: Organized recognition programs.
Such as employee of the month programs.
Publicizing and rewarding behavior teaches other employees to imitate it.

9. Making Assignments, Counseling, and Analyzing Performance
Coaching (cont.)
Teaching and Counseling
Primary purpose is to tell employees they need to do something differently or that they have done something particularly well.
Helping staff learn from mistakes.
Providing information to correct inappropriate behavior.
Counseling sessions should be brief, non-confrontational, documented, and private, and should include:
Discussion of negative behavior.
Discussion of reason for behavior.
Discussion of correct actions.

10. Making Assignments, Counseling, and Analyzing Performance
Coaching (cont.)
Disciplining
Managers sometimes must ensure staff members take responsibility for their actions by imposing discipline.
Positive approach is more effective than a punitive one.
Focus should be on improving performance.
Avoid errors in disciplinary process, such as:
Ignoring behavioral shortcomings.
Hoarding disappointments and grievances.
Not administering criticism in a direct manner.
Administering general criticism instead of being specific.
Instituting discipline prematurely and unfairly.
Failing to follow due process.

11. Making Assignments, Counseling, and Analyzing Performance
Coaching (cont.)
Disciplining (cont.)
Disciplinary Interview
Allow plenty of time for discussion.
Avoid interruptions, have privacy.
Treat employee with respect and dignity, offer to help.
Allow employee to share his/her view of problem.
Share information that has been gathered by the manager.
Allow for employee’s response to manager’s information.
Discuss appropriate behavior with employee.
Inform the employee of disciplinary decision.
Review next level of disciplinary action if not corrected.
Ask the employee to read and sign the disciplinary action.

12. Making Assignments, Counseling, and Analyzing Performance
Coaching (cont.)
Disciplining (cont.)
Types of Disciplinary Actions:
Verbal warnings: let employee know that more severe action may be taken if behavior continues.
Should be documented.
Written warnings: repeated or severe violations warrant.
Should be documented and signed in employee file.
Suspension: employee not allowed to work for a certain time.
Removes employee from work situation, allows time for investigation and ensures employee is not terminated in heat of the moment.
Termination
Should always be preceded by progressive discipline.

13. Making Assignments, Counseling, and Analyzing Performance
Performance Analysis
Positive approach to the process of evaluation.
Analysis is on the future instead of the past, helping employees to improve, develop and grow.
Manager helps employee improve performance and relate personal career planning to the needs of the organization.
Establish realistic targets for performance improvement.
Focus on actions relative to goals as they relate to performance.
Provide systematic judgments to back up salary increases, promotions, and transfers.
Counsel and coach towards improvement, give employees suggestions for change.

14. Making Assignments, Counseling, and Analyzing
Performance Analysis (cont.)
Avoid pitfalls:
Manager does not know requirements of job.
Manager not aware of performance measurements.
Halo effect or horn effect
Central tendency
Recency effect
Strict or leniency effect
Spillover effect
Contrast effect
Components of performance analysis:
Behavioral characteristics: activities employee performs in job.
Goals or objectives: accomplishments to be met by employee during evaluation period.

15. Making Assignments, Counseling, and Analyzing Performance
Performance Plan for Improvement
Completed on an employee at a specified period after starting a new position.
Ongoing reviews completed on an annual basis.
A plan for improvement for employee with multiple performance problems.
Plan should include:
Performance standards that need to be met.
Time frame for achievement of each goal and entire improvement plan.
The assistance the manager will provide to the employee to reach goals.
Consequence if the employee does not reach the performance goals.
Signature and date of the employee and the manager.
Plan can be a valuable tool in helping employees improve their overall performance.