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The Nurse as Supervisor and Evaluator

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Title: The Nurse as Supervisor and Evaluator


1
The Nurse as Supervisor and Evaluator
  • Chapter 7

2
The Role of the Supervisor
  • Directs the activities of others as related to a
    particular endeavor
  • Ensures that nursing care of a group of patients
    is
  • carried out
  • Correctly
  • In a timely manner
  • Efficiently

3
The Role of the Supervisor (contd)
  • Oversees the activities of variously educated
    individuals
  • Staff nurse has responsibility but little
    authority
  • Unit managers and head nurses
  • Maintain patient care standards
  • Hire
  • Formally evaluate
  • Fire

4
Planning and Organizing the Work of the Team
  • Coach
  • Aptitudes and skills
  • Set stretch goals
  • Lead team meetings
  • LISTEN
  • Implement

5
Planning and Organizing the Work of the Team
cont.
  • Mentor
  • Purposes
  • Guide to most productive behaviors
  • Help organize and set priorities
  • Introduction to key people
  • Be an advocate
  • Skills
  • Value

6
Question
  • Is the following statement true or false?
  • The person serving as a coach to others must
    possess competent skills and be well liked.

7
Answer
  • False.
  • Rationale the person serving as a coach to
    others must possess competent skills and be
    emotionally stable.

8
Evaluating Performance
  • Includes assuring that the individual being
    observed
  • understands the standards and expectations
  • that the work is assigned and structured
    appropriately
  • that the work is observed
  • that performance is judged against the standards
    and expectations

9
Providing Feedback
  • May be formal or informal
  • Positive feedback is
  • Frequent
  • Timely
  • Public
  • For all employees
  • Accurate
  • Sincere
  • Objective

10
Providing Feedback (contd)
  • Negative feedback
  • Timely
  • Frequent
  • Private
  • Objective
  • Accurate
  • Non-threatening
  • Suggest changes

11
Providing Feedback (contd)
  • Select right time and right place
  • Use appropriate communication techniques
  • Give specific suggestions for change and propose
    alternative approaches
  • Be helpful
  • Show that you care
  • Recognize improvement and encourage independence

12
When Errors Occur
  • Address both
  • The error
  • The reason for the error
  • Lack of knowledge
  • Carelessness
  • System problem
  • Human error
  • Plan for improvement-

13
Question
  • One of the suggestions for giving negative
    feedback is that it is frequent. What does this
    mean?
  • A. You know when your staff is making a lot of
    mistakes and you need to do something about it.
  • B. Look for negative things to give feedback on
    to all your staff.
  • C. When given frequently, negative feedback is
    less threatening and easier to give.
  • D. Always precede a positive comment with a
    negative one.

14
Answer
  • C. When given frequently, negative feedback is
    less threatening and easier to give.
  • Rationale if feedback is provided frequently,
    it becomes less threatening to those receiving it
    and easier for those giving it.

15
Performance Appraisal
  • Standards for performance appraisal
  • Job descriptions
  • Policies and procedures
  • Standards of nursing practice
  • Standards of care

16
Performance Appraisal (contd)
  • Soft skills
  • Customer focus
  • Communication skills
  • Learning and continuous improvement
  • Team player
  • Interpersonal skills

17
Formal Performance Appraisal System
  • Can include self and peer
  • Purposes
  • To improve the functioning of the organization
  • To foster the personal development of the
    employee
  • To provide a basis for termination of an employee
    from a position
  • Characteristics
  • Well-developed evaluation process has the support
    of top administration
  • Identify purposes of evaluation
  • The person doing it should be well trained

18
Formal Performance Appraisal System (contd)
  • Data collection
  • Accurate
  • Address the individuals behavior
  • Job-specific
  • Representative of the persons work
  • Should be written
  • Unbiased

19
Formal Performance Appraisal System (contd)
  • Common problems
  • Can be one of the weakest elements in the
    management process if not done correctly
  • Can be viewed negatively

20
Types of Performance Evaluation Tools
  • Narrative-strengths and weaknesses
  • Rating scales- most widely used
  • Checklist- yes, no or naot applicable
  • Goals and objectives- may not work in hospitals
  • Methods to decrease rater bias
  • Field review- several supervisors evaluate
  • Forced choice- best describes or least describes
  • Critical incident- time consuming and may record
    only negative

21
The Evaluation Interview
  • Planning
  • Mutually convenient time
  • Convenient, private location
  • Should not last longer than is necessary
  • Conducting
  • Socialize about work- related issues
  • Goals and objectives
  • Direct the tone of the interview

22
Potential Errors in Performance Evaluations
  • Failing to investigate facts before expressing
    opinions
  • Conducting a one-way conversation
  • Interrupting the employees thoughts,
    explanations, or questions
  • Criticizing the employee rather than the
    performance
  • Smoothing over real deficiencies and problems
  • Allowing the interview to deteriorate into a
    social visit

23
Progressive Discipline
  • Goal-
  • correct behavior
  • set stage for termination
  • Steps
  • Coaching- steps for improvement and time frame
  • Verbal warning- formal meeting and is documented
  • Written warning- job is at risk
  • Termination or suspension

24
Progressive Discipline (contd)
  • Critical elements
  • Prove that the alleged acts did, in fact, occur
  • Sufficiently serious to warrant disciplinary
    action
  • Common pitfalls
  • Lack of adequate documentation
  • The tendency to write a positive terminal
    evaluation for the employee who has performed
    unsatisfactorily if they agree to resign

25
Question
  • One of the critical elements in disciplinary
    actions involves proving that the employees
    behaviors were serious enough to warrant being
    disciplined. How is that accomplished?
  • A. The conduct that is being criticized must not
    have been ignored earlier.
  • B. Leave notes in the employee mailbox telling
    them of expected improvements.
  • C. Ask someone else to sit in on the
    disciplinary action.
  • D. There must be a signed contract with the
    employee for improvement.

26
Answer
  • A. The conduct that is being criticized must not
    have been ignored earlier.
  • Rationale this means that the conduct that is
    being criticized must not have been condoned
    earlier, ignored, or forgiven.

27
Problematic Responses to Evaluation
  • Crying
  • Anger and hostility
  • Providing excuses

28
Self-Evaluation
  • Critical component of professional practice
  • Be as objective about yourself as possible
  • Provide behavioral examples to support your
    self-evaluation
  • Recognize areas in which you are demonstrating
    very good or even excellent performance
  • Identify areas in which you seek to grow and
    improve

29
Peer Evaluation
  • Everyone must take the responsibility seriously
    and approach it the same way
  • Should have a standard format built around job
    descriptions
  • Should build trust between employees and focus on
    potential growth

30
Question
  • Is the following statement true or false?
  • Peer evaluations can be especially important in
    areas where the supervisor has limited contact
    with the person being evaluated.

31
Answer
  • True.
  • Rationale peer evaluations may be especially
    important when a supervisor has a very broad span
    of control and has limited contact with
    individuals to be evaluated, and, therefore,
    limited behavioral observations to support
    evaluation.

32
Responding to a Personal Evaluation
  • Positive performance appraisal
  • Accept compliments with dignity
  • Reinforces the action of the person providing you
    with feedback
  • Negative performance appraisal
  • Provides opportunity for verification,
    clarification, or expansion
  • Construct a self-improvement plan
  • Construct a plan for ongoing feedback
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