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Chapter 21: Delegating, Coaching, and Evaluating Performance
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Leader, Manager, or Both 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 Willing to work along side staff to help them complete their work
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Delegation and Making Assignments
Ability to delegate is important for nurse manager Making assignments allows for effective delegation Delegation requires Clearly identified task Matching skills, interests, and needs of staff and patients
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Delegation and Making Assignments (cont’d)
Delegation requires 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
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Sharing Information with Staff Members
To provide best possible care, staff members must be well informed A regular process for communication must be developed Verbal reports Walking rounds Ability to provide input and receive feedback Develop system of accountability Staff members know what is expected There is a reporting mechanism Make positive comments on rounds and point out areas for improvement privately
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Coaching Energizing Positive reinforcing Counseling Disciplining
Increases enthusiasm Commends team members, instructs, points out mistakes, and offers incentives to perform better Positive approach to personnel management Energizing Positive reinforcing Counseling Disciplining
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Coaching (cont’d) Create motivating environment
Energizing Create motivating environment Feel energized and believe in the goals Be positive in thinking and approach to people See potential Be enthusiastic
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Coaching (cont’d) Informal: spontaneous feedback
Positive reinforcement Informal: spontaneous feedback Immediate positive feedback reinforces behavior Commending someone in public is effective Formal: organized recognition programs Employee of the month programs Publicizing and rewarding behavior promotes imitation
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Coaching (cont’d) Teaching and counseling
Telling 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 Should be documented for employee’s performance review
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Coaching (cont’d) Disciplining
Managers must sometimes 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
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Coaching (cont’d) 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 Share information that has been gathered 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
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Coaching (cont’d) Verbal warnings Written warnings Suspension
Types of disciplinary actions Verbal warnings Written warnings Suspension Termination
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Evaluating Performance
Performance analysis Positive approach to the process of evaluation Analysis is on the future instead of the past Manager helps employee improve performance and relate personal career planning to the organization Establish realistic targets for performance improvement Focus on actions relative to goals Provide systematic judgments to back up salary increases, promotions, and transfers Counsel and coach toward improvement Give employees suggestions for change
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Evaluating Performance (cont’d)
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
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Evaluating Performance (cont’d)
Components of performance analysis Behavioral characteristics: activities employee performs in job Goals/objectives: accomplishments to be met by employee during evaluation period
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Evaluating Performance (cont’d)
Performance plan for improvement Completed on an employee within a specified period Ongoing reviews completed on annual basis A plan for improvement for employee with multiple performance problems Plan can be a valuable tool in helping employees improve their overall performance
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