Prepare a Corrective Plan

Your hospital is a public, 500-bed hospital located in a southern U.S. city. Because of its location within the city, the hospital provides a high percentage of uncompensated care to patients unable to pay for the services. Your hospital also has a strong medical residency program and research conducted in conjunction with the medical school. You are the director over several nursing units, one of them the 60-bed Medical/Surgical Unit.

This case involves you, LPN “Sally,” and unit manager/RN “Teri.”

“Sally” is an LPN and has been working on a nursing unit of your hospital for 24 months. Before that, Sally worked as an LPN in a nursing home owned by Sally’s brother. Since Sally was hired, Sally’s performance evaluations have been low to average. Since being hired, Sally has received three performance evaluations and a 2% cost-of-living raise that was given to all employees—this was not a merit-based raise associated with employee performance.

Because of Sally’s mediocre performance, she did not receive a merit raise that was awarded to some of the higher-performing employees on her unit. She has not been able to keep up with the patient load, charting, and work assignments that come with working on this unit and using the new electronic medical record system the hospital recently purchased. Sally appears disorganized and unable to quickly assess patients. Sally also spends longer than necessary interacting with the patients and their families. She falls behind every shift despite trying to work past the end of the assigned shift. Because of the budget, she has been told that no one can work any unapproved overtime.

As a result, Sally has been caught on four occasions clocking out at the end of her assigned shift and then returning to the unit to complete her work. While Sally has never been written up for working off the clock, she has been told twice by the charge nurse that she cannot work off the clock. Sally has been observed frequently consulting the training manual for the new software, although none of her coworkers are having any difficulty learning the new system.

As a matter of information, you have been in your role for 12 months and you’ve learned that Sally’s previous director seemed more willing to accept her work and overlook some of her performance deficiencies. “Teri,” who is Sally’s unit manager (there are four unit managers who report to you for the Medical/Surgical Unit), is also new to the unit and appears to have more stringent standards than Teri’s predecessor.

Both you and Teri have received robust training from HR on how to develop performance improvement plans. Your task now is to create an effective performance improvement plan that addresses the issues you’ve observed in Sally’s performance. As you were trained, the plan must include at least:

· Performance observed

· Performance expected

· Description of the gap between observed and expected

· Specific steps to correct deficiencies

· Timeline for correction

· Consequences for success and consequences for failure to perform

Length: 3-4 pages, not including title and reference pages

References: Include a minimum of 3 scholarly resources

· Human resources in healthcare: Managing for success (4th ed.).

Fried, B., & Fottler, M. D. (2015). Human resources in healthcare: Managing for success (4th ed.). Health Administration Press. Read Chapters 8 and 11

· Strategic performance management: Development of a performance measurement system at the Mayo…

Curtright, J. W., & Stolp-Smith, S. C. (2000). Strategic performance management: Development of a performance measurement system at the Mayo… Journal of Healthcare Management, 45(1), 58. https://doi-org.proxy1.ncu.edu/10.1097/00115514-200001000-00014

· A performance management framework for healthcare. Becker’s Hospital Review

Lichlyter, P. (2018, July 16). A performance management framework for healthcare. Becker’s Hospital Review. In the website search area at the top of the page, type the author’s last name, Lichlyter. From the search results, click the link to the article referenced above.

· Build a culture of accountability in 5 steps

White, D., & White P. (2017, August 8). Build a culture of accountability in 5 steps. Entrepreneur.

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