Roles and Function in Staffing
In accordance with the new directive that nurses with more than two year experience would not be hired into the OB unit, there was need to come up with a plan on how the directive would be met. Upon meeting, it was decided that some alternative actions should be taken and enacted so as to meet the new directive.
Alternative Actions to Meet the New Directive
To begin with, it was decided that only new graduates would be hired. This would aid in meeting the directive as the graduates are new to the market and most of them have none or very little work experience. It also meant that there would be the chance to fully explore their potential. Secondly, the staff members decided that the starting salary of new nurses would be lower than that of experienced nurses. This would keep off experienced nurses from seeking jobs at the OB unit as they would feel they are not being fully appreciated for their work and experience. The third course of action was to increase the amount of time one works in the OB unit before they are promoted to a higher rank. Most experienced nurses would not apply for jobs at the OB unit as they would feel their chance of career growth would be curtailed. Fourthly, an age limit of 24 years was set up as the limit in which the new nurse would be scrutinized upon. The reasoning behind this was that most experienced nurses are aged from 25 years and above (Hamric, Hanson, Tracy & O’Grady, 2014). This statement rests on the fact that it takes about 3-5 years to gain considerable working experience in the nursing field. This meant that only young inexperienced nurses would mainly apply for the job. Lastly, it was decided that it would be put in the advert that only nurses with less than 2 year experience would be considered for the job. The interviews would be thoroughly done to ensure no imposters are hired.
Plan for the Orientation and Socialization of New Graduates
Upon the decision that new graduate nurses would be hired, it was necessary to come up with a plan for their orientation and socialization to ensure they are easily integrated into the OB community and have all chances to become efficient members. This is because new graduates feel underprepared for their new roles resulting to intense stress. Thus, a well-thought-out action plan was developed.
Firstly the older experienced nurses were asked to nurture the new graduates and help them fit in. They would welcome them and help them to get acquainted with the procedures of the hospital thus ensuring a smooth transition (Bulman & Schutz, 2013). During the process, they would also get a chance to socialize with each other hence, bonding and creation of necessary work relations with their colleagues. This will be done through focused unit meetings, support groups and on-unit learning. Secondly, the new graduates would be put under 6 month mentorship programs from experts in the field such as nurse managers and clinical nurse specialists so as to ensure they grow and develop. This would be in an effort to ensure they excel in their workplace and in the nursing field.
The new graduates would then be given access to continuing education opportunities all through-out their working time in the hospital. This is meant to ensure that they are updated on all nursing practices and build on what they had learnt previously. They would also be provided with material resources such as computers with internet access, literature and necessary protocols.
Fourthly, it would be ensured that the new nurses are under a very strong and reliable leadership. This would enable them to have proper guidance, mentoring and role modeling.
Lastly, a sufficient number of nurses would be hired so as to ensure a proper nurse to client ratio. This would reduce the amount of pressure put on the newcomers, providing the time for them to get adapted into their workplace (Raingruber, 2016). Also, they would be given comfortable assignments under the “no-float” and “no in-charge” policy.
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The Type of Employee to Look for in the Search for the Staff
In the search for the nurse in the OB unit, certain qualities of the new staff should be considered to make the right decision.
The newly hired professionals have to be good team players. This will ensure that they can work in groups and solve any arising conflicts through proper communication, resulting to the achievement of a set goal. Hiring an impatient, non-communicative person may lead to the loss of a patient’s life. New employees have to be able to positively take criticism, be it from a colleague or a superior. This will ensure that they can grow and become better in their work. It will also minimize the occurrence of fatal mistakes.
The employees have to be smart, not just in terms of knowledge but in all fields. Nurses with a good sense of intuition tend to be able to detect the health issues while communicating with patients and help them with problems the patients did not even know existed (Koutoukidis, Stainton, Hughson, & Tabbner, 2013). It is also necessary to ensure that the employees have graduated from a reputable institution of learning. They should have work ethics and morals in order to properly treat patients and maintain the hospital’s public image. Lastly, the new nurses have to be passionate towards their career and the nursing field as a whole. A passionate person will treat patients kindly and will readily go an extra mile for the benefit of the patients and the hospital.
Responses that Would Have Been More Appropriate For an Interview by a New Graduate
As a new graduate, John’s responses for the interview should have been more specific. For instance, instead of just saying “it depends on the culture”, he should have further explained what he meant by that. He should have portrayed himself as a man who has neutral position (Hamric, Hanson, Tracy & O’Grady, 2014). For example, instead of stressing the fact that he does not discriminate, he should have said something open ended like, “ I do not believe discriminating is right”. This would have given him the chance to convince the interviewer that despite lacking experience he is a quick learner who is looking for a chance to grow.
What John Could Have Done to be More Prepared for the Interview
John should have done an in depth research on the possible questions he would be asked in the interview. His responses made him seem misinformed and lacking knowledge.
He should have practiced to answer difficult ethical questions. This would put him at ease and make him more comfortable in the interview room. In addition, he should have attended an interview seminar where he would have familiarized himself with the interviewing procedure and frequently asked questions.
How John Could Have Used the Questions to Demonstrate His Strengths, Experiences and Skills
John could have used the question of cultural beliefs to show that he fully understands the people’s diversity. His answer should have been deeper and accompanied by specific examples to show that he actually knows what he is talking about (Bulman & Schutz, 2013). Answering the question concerning treatment of HIV patients, he should have shown that in addition to the fact that he does not discriminate, he fully understands that such patients should be treated with more care and love.
How the Nurse Manager Could Have Interviewed John Differently as He Was a New Graduate
Considering the fact that John was a new graduate, the nurse manager should have been more sensitive concerning the kind of questions he asked John. The questions should have been more general; the manager could have asked Johns opinions concerning the nursing field, his expected salary and his skills (Koutoukidis, Stainton, Hughson, & Tabbner, 2013). Complicated issues, such as communication with parents of dying children, are more suited for experienced nurses as they have had the chance to be in such situations through their former work (Raingruber, 2016). As John lacked experience, all he could do is guess, which of the answers could be wrong.
An Example of Staffing Schedule
Total number of patient days=704563 for 20 patients listed in each day.
The data for the schedule is:
60 hours worked for every per FTE within two weeks
Coverage for two weeks = 24
Daily mean census = 13
Mean care hours for nursing = 5.45
The formula would be:
Two weeks FTE would be represented as x = the average care hours consumed by nurses: Days in staffing period: Average patient census hours of work per FTE in two weeks
x=5.45Ђ24Ђ2060=21248.450=19.99, or 20
The trial and error approach was used to select the method for crafting the above schedule. After entering data in the various formulae, the formula used above turned out to be more adequate and easy to manipulate. This formula helps to save the time while trying to come up with the schedule. Besides, the created schedule adheres to the constraints.
In the shifts that take 12 hours, 2.1 FTEs are taken for staff one 12-hour daily shift for every week; every two people taking up three shifts each for 12 hours and a single individual taking up a shift for 12 hours every single week (0.9 FTE = 0.3 FTE = 2.1 FTEs). Therefore, the same number of FTEs is required to staff a unit for 24 hours a day for two weeks, regardless of whether the staff are all on 8-hour shifts (1.4 FTEs Ђ 33 shifts = 4.2 FTEs) or 12-hour shifts (2.1 FTEs Ђ 32 shifts = 4.2 FTEs).
In the event that there are more staffs than needed in the service, the decision to be made would be favorable to both the organization and the surplus staff. For instance, the organization would reduce the number of workers offering them another place to work in their fields of specialization. An organization of this nature has networks thus it would be able to find positions for the staffs. Any staff member who becomes unhappy should be motivated to have passion in their duties because this is the only way that they will be fruitful to the organization. In case they do not find happiness, they should be relieved of their duties. Generally, this process was fulfilling and rewarding despite the heavy investment of time.