Stabilizing Director of Nursing Position
Recruiting Qualified Director of Nursing
To recruit a qualified Director of Nursing, the key approach I would adopt is to ensure the personal, as well as professional values, match the mission and values of the organization. I would use screening tools to evaluate the value system of the applicant, behaviors, and characters in certain situations. I would ensure the tools are simple to allow me to rate the recruit in various categories, including caring, teamwork, communication, approach to care, work attitude, and personal attributes. I would also ensure to exercise transparency during the recruitment process. Nurse Directors wish to receive fair treatment and an opportunity for advancing career growth prospects (Gilavand, 2017). As such, I would offer the incoming candidate correct information concerning what working in the position is like. I would share updated information regarding what the applicant expects to save time and ensure the individual is satisfied with the position.
Retaining New Hire Successfully
To retain the new Director of Nursing, I would start by giving the hire responsibilities that provide opportunities for growth. I would encourage the new hire to focus on gaining new skills once selected for the position. I would ensure to offer continuing opportunities for learning while at the same time offering generous promotions at the ideal times. An additional strategy I would utilize to retain the new hire successfully would be to respect and appreciate the Director of Nursing. All employees love being appreciated and respected when working for an organization. By focusing on showing outward respect for the new hire regularly, it would be possible to establish an enduring and strong workplace culture in line with positive memories and experiences the employee would not forget (Takase, Teraoka, & Yabase, 2016). Such approaches would be crucial to ensuring that the Director of Nursing feels welcome in the company, hence work toward leading the organization to reach its goals and objectives.
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Re-Energizing and Re-Inspiring Management Team
Assessing Knowledge and Skill Sets
As an administrator in the organization, one strategy I would utilize to evaluate the knowledge and skillsets of the management team would be to put them in actual situations. Emphasis on practice is the most efficient way of assessing knowledge and skills. It is not good to wait to 'test' the proficiency of the management team since the position requires high qualifications and competency levels. I would take up the risk of testing the management team’s ability to work in real-life situations to ensure they are capable of coping with challenges when they emerge. An additional approach I would use to evaluate the management team's knowledge and skillsets would entail getting feedback from teams. Subjectivity emerges based on what team members say, although it is usually more objective as opposed to relying on the opinion of a single individual (Carvalho, Oliveira-Kumakura, & Morais, 2017). I would require the employees to provide their feedback on the performance of the management team to determine whether they are capable of accomplishing their tasks.
Improving Communication with Team Members
To improve communication with the team members, one strategic change I would implement is to create an environment for providing feedback. Just as I utilize various challenges to communicate my message to employees, I would also consider introducing other channels to receive feedback. It would crucial that the workforces feel comfortable when sharing their concerns and questions. Hence, I would ensure that the communication flow in my organization remains two-way (a dialogue) as opposed to a monologue. This way, I would send a message to my employees that their opinions matter. An additional change I would consider is empowering my managers. Managers are the voice of my organization as well as the messengers between employees and upper management. Empowering them with effective communication approaches would ensure they are consistent in answering any questions that arise (Foronda, MacWilliams, & McArthur, 2016). This way, it would be possible to hold smooth meetings and update the workforces on emerging change initiatives.
Responding to Staff over Exposure to COVID-19
Ensuring Communication Transparency
To ensure transparency when communicating containment activities of COVID-19, one way would be to establish a trust and loyalty system. I would encourage the members to express their feelings and thoughts freely to reduce any incidences of responsibility avoidance, finger-pointing, and cover-ups during the communication process. I would also establish an avenue where the teams feel engaged with the communication process. This way, the employees would feel valued, encouraging them to share information concerning containment measures (Korth, 2016). I would also focus on strengthening the relationship between the employees to ensure they can open up and trust each other when discussing measures of containing COVID-19.
Coordinating with Labor Force
To coordinate with the workforce to develop revised procedures and policy for accommodating State and Federal directives in controlling infection, I would focus on leading my employees using a democratic style. The approach would establish trust, easy flow of information, and open communication. I would also ensure to define and communicate the mission and objectives in a way that all parties involved would understand. I would exercise two-way communication channels to ensure coordination remains effective (Niemimaa & Niemimaa, 2017). I would encourage the people to share their experiences and cooperate to assure interrelationships when devising revised policies and procedures for controlling the infection.
Proactive Approach to Labor-Management Relations
To ensure a proactive method of labor-management in the coming years, one change I would focus on is to create a culture of open dialogue and clear communication in my organization. I would offer a means my employees would address conflicts and express their grievances. I would make sure the employees are capable of expressing themselves freely without fearing any incidences of retaliation. I would also ensure the employees emphasize the mission and values of the organization, which would ensure they remain socially responsible when interacting with each other to meet organizational goals (Sangaleti, Schveitzer, Peduzzi, & Zoboli, 2017). These approaches would ensure employees relate effectively to drive the company towards success in its operations.
References
Carvalho, E. C., Oliveira-Kumakura, A. R., & Morais, S. C. (2017). Clinical reasoning in nursing: teaching strategies and assessment tools. The Brazilian Journal of Nursing, 70 (3), 662-668.
Foronda, C., MacWilliams, B., & McArthur, E. (2016). Interprofessional communication in healthcare: An integrative review. Nurse Education in Practice, 19 , 36-40.
Gilavand, A. (2017). Evaluating the process of recruiting faculty members in universities and higher education and research institutes affiliated to the Ministry of Health and Medical Education in Iran. World Family Medicine Journal: Incorporating the Middle East Journal of Family Medicine, 99 (5480), 1-5.
Korth, J. (2016). Communication and coaching: keys to developing future nurse leaders. Nurse Leader, 14 (3), 207-211.
Niemimaa, E., & Niemimaa, M. (2017). Information systems security policy implementation in practice: from best practices to situated practices. European Journal of Information Systems, 26 (1), 1-20.
Sangaleti, C., Schveitzer, M. C., Peduzzi, M., & Zoboli, E. L. (2017). Experiences and shared meaning of teamwork and interprofessional collaboration among health care professionals in primary health care settings: A systematic review. JBI Database of Systematic Reviews and Implementation Reports, 15 (11), 2723-2788.
Takase, M., Teraoka, S., & Yabase, K. (2016). Retaining the nursing workforce: Factors contributing to the reduction of nurses' turnover intention in Japan. Journal of Nursing Management, 24 (1), 21-29.
