Manage Staff Performance

Chapter 4 Manage Staff Performance

Get to know your Hr advisor 

Write everything down 

Make appraisals work 

Know how to handle unacceptable behaviour 

Handle poor performance/incompetence 

Know when and how to discipline 

Actively manage sick leave 

Ensure all staff have appropriate training, development and support 

Provide additional support for mentors 

Reduce staff stress 

Inform and involve all of your team 

Consider team-based self-rostering 

Managing staff is an important part of the ward manager’s role. As described in the previous chapter, it entails keeping them informed, involved and empowered to make decisions for themselves. If you are having problems with the performance of individuals in your team, read through Chapter 3 first and ask yourself if you have done enough to create a positive working environment. However, having done that, you may still have to deal with inappropriate or unacceptable behaviour from individuals from time to time, that is, any behaviour that disrupts your team or is detrimental to the welfare of the patients. It may also include behaviour that is unlawful or unethical.

Any behaviour that disrupts or upsets others should be ‘nipped in the bud’. Allowing it to continue could affect staff morale. You owe it to the rest of the team to deal with any individual behavioural issues swiftly and proactively. It’s essential to know your policies and know how to use them and have the skills to deal with such circumstances without having to resort to the formal route if at all possible.

Get to know your hr advisor

As they are very labour intensive, good staff management is of great importance to health care organisations. This means they typically have large human resources (HR) departments to help managers do a better job.

Your allocated HR advisor is there to help and guide you, so it makes sense to use this expert advice. Their role is to advise you on the appropriate policies and procedures which set out the expectations of your organisation, and the formal steps you can take if staff behaviour becomes unacceptable.

Write everything down

Keep file notes

Try and get into the habit of keeping brief notes of face-to-face meetings or phone conversations where performance may be an issue. This saves so much time in the future when trying to recall what was said, where and when. Keeping notes before incidents happen will also help enormously. It is too late afterwards to remember that you had several conversations with a person who denies that you mentioned something. If you keep file notes, they will aid you in remembering what was said and when, rather than hazy details.

The file notes can be kept either in the person’s personal file or a file of your own. They can help months or even years later when an incident involving a member of your staff occurs and you are asked if it was a problem earlier.

Make appraisals work

Don’t take on too many appraisals. Some ward managers decide to carry out appraisals on every single member of their staff. This is very cumbersome and is certainly not an effective use of time. It allows little space for other senior staff to develop their skills in this area, and is a very top-down approach. It is advisable for the ward manager to select a few such as:

The deputy ward managers, sisters and charge nurses can do the staff nurse appraisals and the staff nurses can do the appraisals for the health care assistants. The ward manager, however, should see and countersign them all. That way, you can ensure that no-one is going off at a tangent and attending courses that have nothing to do with the needs of your wards, for example. It will also help you to support staff in the process of doing appraisals.

Five steps for a successful appraisal

Jun 15, 2016 | Posted by in NURSING | Comments Off on Manage Staff Performance

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