Please complete the Nurse Manager Performance Improvement plan that is attached. ?? Describe Expectations and Actual Performance. Add Standard and Actua

Performance Improvement Developmental Action Plan The following plan is designed to set objectives to improve performance and monitor progress in an effort to assist the employee meet expectations. The plan is designed to monitor progress midway and at the end of the three month developmental period.

Plan Created By:

Name:

Name:

Job Title: Nurse Manager

Company Number:

Job Title: Director of Patient Care Services

Time Frame for Plan: 90 days to fully implement the entire plan

Interim I Observation: Complete In 30 days:

Interim II Observation: Complete In 45 days:

Interim II Final Report in 60 days:

Interim I Observation Date:

Interim II Observation Date:

Final Observation Date:

Below is a listing of sections used on most evaluations. Please add/change/delete sections to match the employee's most recent evaluation tool or Low HML ranking. For annual review, only show sections where the employee received a zero for any standard. For HML PIP, clearly specify areas that require immediate improvement.

Sections Relating to Key Competencies, Skills, & Standards of Excellence where Performance Improvement is needed

Describe Expectations and Actual Performance

Actions Employee Will Take to Achieve Improvement

Accountability & Dependability

STANDARD :

· Meets productivity standards, deadlines, and work schedules.

· Stays focused on tasks in spite of distractions and interruptions.

· Makes the best use of available time and resources.

· Balances quality of work with meeting deadlines and takes personal responsibility for the quality and timeliness of work while achieving results with little oversight.

· The ability to take responsibility for teams actions, decisions, and patient outcomes. This includes ensuring that nursing staff meet established standards of care.

· Does not make excuses for errors or problems; acknowledges and corrects mistakes.

· Does not diffuse blame for not meeting expectations; faces up to problems with people quickly and directly.

· Regularly assessing both individual and team performance.

·

ACTUAL :

· Allowed AVADE certification to expire. Formal coaching given.

· Requires consistent follow up and follow through on assigned tasks. Miss Jones often misses deadlines and does not follow up or respond timely to emails and request.

· On August 1st 2024, an email was sent requesting a completion and update by August 19th, 2024 advising that there were 80 action items pending in We Perform for staff. This deadline was not met. 

Reminders were giving during our nurse manager meetings, after huddle and during our 1-1’s on the following dates, August 14th and August 30th. On September 12th, during your 1-1 in the director office, You were spoken to in depth about the need to complete the evals and feedback sessions.  Tips and process ideas were shared some tips with you. The director and you completed two feedbacks as an example. During this time, you were given guidance on how to reach out to HRIS to get any staff removed that should not be on your list on October 1st you had 85 action items pending in WePerfrom (46 Evaluations and 38 Feedback sessions and 1 Ad Hoc Feedback Session). 73 were past due.

· Education for RCA was initially requested in June for an event that occurred on 5/28/24. The due date was 7/19, email follow ups were sent. On 8/16/24 a response was requested by 8/19. On 8/20 Miss Jones responded and advised that 12 signatures were still missing. On 8/27 and 8/29, another email follow up was sent requesting and update. On 9/3/24, the signatures were turned in.

· Fall Audit: original request for completion by August 15, 2024, then extended to August 26, August 28, final submission September 3, 2024. 

· ANM competencies were requested to be done by 8/30 (this time was extended from 8/1), not completed timely.

· Balancing of the unit schedule with appropriate was not being done

· Failure to hold team accountable by following up with employees timely that had expired EVADE causing HR to decline moving forward d/t too much time past. This was after communication was sent twice requested a follow up and update on these specific employees

· Not approving timecards timely for multiple pay periods

· 10/7/24, there was a staff member that was on Jury duty. There was failure to notify the ANM’s and remove the staff member from staffing in which caused a staffing concern.

· Reoccurrence of lost Beacons on the BT unit

· Incidental OT follow up. Email sent on 10/3 with a request to send the director your follow up by 10/7 on employees with Incidental OT in the past 3 pay periods. A Second request sent on 10/9 for the new Incidental OT and a third request for the one sent on 10/3. No response as of 10/11/24.

Improved accountability as evidence by:

· Tracking of completion rates and adherence to deadlines

· Establish key performance indicators (KPIs) related to accountability (e.g., project completion rates, quality of work). Analyze performance data on a monthly basis

· Taking personal responsibility for the quality and timeliness of work

· Taking responsibility for teams actions, decisions, and patient outcomes, including ensuring that staff meet established standards of care by analyzing the teams performance on a monthly basis.

· Takes ownership for errors or problems and not diffusing blame. and corrects mistakes. Monitor the number of initiatives taken without prompts

Adaptability and Flexibility

Adapts to changing business needs, conditions, and work responsibilities.

· Responds positively to change, embracing and using new practices or values to accomplish goals and solve problems.

· Adapts approach, goals, and methods to achieve solutions and results in dynamic situations.

· Copes well and helps others deal with the ongoing demands of change; sees and shows others the benefits of change.

· Recovers quickly from setbacks, and finds alternative ways to reach goals or targets.

· Manages change in a way that reduces the concern experienced by others. Clarifies priorities when leading change.

Service Excellence & Strategic Vision

STANDARD :

Sets and maintains high standards for service to patients and customers (both internal and external). Consistently communicates important information, responds timely and follows through on commitments. Identifies and resolves service breakdowns with swift service recovery and root cause analysis to prevent future issues.

Sees the big, long-range picture.

· Sees where current trends will lead, and how they may influence the organization’s direction. Foresees opportunities that will come and go.

· Forms and articulates a clear picture of the future the organization should strive for. Explains why that future is important and how current decisions make or break the chance to reach it.

· Using a global perspective, reliably forecasts future needs and devises plans to meet those needs.

· Analyzes options and decisions based on long-term pay-offs or outcomes.

· Translates the vision for a program or organization into clear strategies.

ACTUAL :

Compliance and Safety

STANDARD :

Ensuring that the unit complies with regulatory standards and safety protocols and promoting a safe environment for both patients and staff.

Effective communication with staff, other departments, and leadership. Ensuring that information flows smoothly and that staff are informed about policies changes.

ACTUAL :

Change Management

STANDARD :

For successful change management understand the change (investigate/review literature), communicate with the team the future state/goal, engage staff in planning change implementation, implement, monitor for compliance until hardwired.

ACTUAL :

When Miss Jones leads a change or facing a challenging task which is out of her comfort zone, she exercises the following tactics:

1. No action taken

2. awaiting further directions

Managing ambiguity is a core competency for nurse leaders. Miss Jones should exhibit the following actions:

· Lead the team to understand the why when an opportunity arises

· Lead the team take on new challenges with the proper support from all aspects of leadership

Self-Management

Results Focus & Initiative

STANDARD :

· Prioritizes tasks by importance and deadline. Discerns what is crucial from what is just urgent. Adjusts priorities as situations change.

· Focuses time and effort on key tasks. Groups related tasks to be more efficient. Easily transitions between tasks and picks up where left off when interrupted.

· Makes reasonable estimates of resource needs to achieve goals or complete projects. Uses sound methods to plan and track work, appointments, and commitments. Evaluates progress on tasks and adjusts work style as needed.

· Completes high volumes of work, keeping a rapid pace without sacrificing accuracy.

· Meets and exceeds deadlines through efficient

Focuses on results and desired outcomes and how best to achieve them. Gets the job done.

· Sets high goals and works doggedly to achieve them. Pushes self and others to reach milestones.

· Looks for opportunities to help move a project along; volunteers to help others with projects or assignments.

· Sees when analysis and discussion have served their purpose and moves to action.

· Responds to setbacks with renewed and increased efforts; is persistent in the face of difficulty.

· Willingly puts in extra time and effort in crisis situations; goes the “extra mile” to ensure the goal is met.

·

ACTUAL :

In managing individual patient experience:

Miss Jones focus on patient experience should include:

· Investigate situations of what the customer actually need.

· Evaluate available resources in place to meet and exceed customer needs.

· If current resources are not sufficient, evaluate alternatives and propose changes to meet and exceed customer needs.

There is an opportunity to focus Responsiveness. The success of this would be evident in the improvement in iListen scores

Decision Making

STANDARD :

· Ability to exercise sound and independent judgment.

· Gathers data and others’ input when making decisions. Considers lessons learned from experience, differing needs, and the impact of the decision on others.

· Balances analysis, wisdom, experience, and perspective when making decisions.

· Weighs the pros and cons of each option before making a decision and moving forward.

· Can explain the rationale for a decision.

· Makes necessary decisions even when information is limited or unclear

Make independent thoughtful decisions by organizing relevant information and defining alternatives decisions within the scope. Select the alternative that supports customer’s teams and organizational needs.

ACTUAL :

· Identify the problem, investigate it, and involve stakeholders in resolution.

· Challenge the status quo

· Present the decision as you’re your own and not based on information that was provided by another source.

· Prior to escalating, investigate the issue and evaluate possible resolutions and present the whole picture.

· Make independent decisions in clinical and operational aspects within professional and role scope that support both the organization and the units needs

Leadership

Assuming the role of a leader in identification of areas for improvement and leading action plans

STANDARD:

Promotes organizational mission and goals, and shows the way to achieve them.

· Creates a positive work environment where all staff are motivated to do their best.

· Conveys confidence in a group’s ability to prevail over challenges to reach its goals.

· Links mission, vision, values, goals, and strategies to everyday work.

· Sees the potential in others and takes opportunities to apply and develop that potential.

· Takes calculated risks to improve performance, try a fresh approach, or reach a challenging goal.

· Sets clear, meaningful, challenging, and attainable group goals and expectations that are aligned with those of the organization.

Suggests and asks for others’ ideas to improve quality, efficiency, and effectiveness

The Nurse Manager provides leadership, clinical practice and staff development for nursing unit, and is responsible for assessing, planning, coordinating, implementing and evaluating nursing practice at the unit level.

Skill in monitoring/assessing the performance to make improvements or take corrective action.

Skill in using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Ability to plan, implement, and evaluate programs. Ability to establish goals and objectives. Ability to recognize, analyze, and solve a variety of problems.

ACTUAL:

Miss Jones has an opportunity to being proactive in identifying nursing evidence based practice gaps and common themes of employee and/or patient dissatisfaction. Miss Jones has an opportunity in leading process improvement initiatives.

Once opportunity recognized, Miss Jones straggles proactively taking actions in clinical practice, employee engagement and patient experience.

When project/initiatives concerning the BT unit presented, Miss Jones takes a role of a participant and does not take the lead.

Miss Jones tends to execute a task that is a part of the initiative and waits for direction for the next step in the process.

In addition, when presented with a problem she waits for direction rather than implementing a change that supports all parties.

· Evaluate current practices on the unit in regards to patient experience, staff satisfaction and clinical processes.

· Explore different perspectives, new ways of doing things and searching evidence-based recommendations.

· Engage others to look at problems from many different angles.

· Lead the team in seeking differing perspectives when solving problems

· Proactively make recommendations based on identified best practices.

· Lead practice change

· All team members to meet ObservSmart metric by

Observations and Disposition

INTERIM I PROGRESS REPORT

Employee is on target to meet expectations as described in the Section above

YES

NO

Additional Comments, Concerns, or Clarification:

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