Stage Identification of the case issues: Hypothesis: Identification of legislative issues: Analysis Performance appraisals for nurses,...

Transcribed Image Text:

Stage Identification of the case issues: Hypothesis: Identification of legislative issues: Analysis Performance appraisals for nurses, to be done by nursing supervisors, were not being completed. A new model of performance appraisal was introduced based on mandatory changes to the existing nursing model. Training conducting performance appraisals for nursing supervisors was provided by an external consultant. Only one training session was provided, which was mandatory. Participants did not take the training session seriously. The performance appraisal process was not effective after one year of implementation. The new model of nursing care was not successfully implemented. Performance appraisals are perceived as a negative experience and a waste of time and are not valued. This perception needs to change in a positive way. In this case compliance with the Human Rights Code, employment standards legislation, occupational health and safety legislation and applicable collective agreements are all relevant. The employer must ensure that any performance issues are managed properly and in compliance with each legislative requirement. Risk identification: If the new model of nursing care is not implemented successfully. patients care could suffer with potentially devastating and tragic consequences. Patients, other staff, and the hospital as a whole could be at risk of legal challenges and lawsuits based on potential nursing negligence and liability claims. Action: Issue resolution: HR impact: Further considerations: Proactive response: The hospital needs to change the cultural approach to performance appraisals first. There must be a clear identification of how performance appraisals can and should be used as a positive motivator in order to effect employee changes in behaviour. Performance management must align with the required changes to the model of nursing care. The hospital should create a comprehensive performance management training program that includes participation with supervisory and front- line nursing staff at each step of the planning process through to successful implementation. A performance management system developed for nurses by nurses will encourage participation and engagement with required supervisory training programs, which will be perceived as a positive experience for everyone involved. HR must work in partnership with designated nursing staff to implement changes to nursing model standards and develop new performance management metrics. At the same time, HR must provide leadership in the design and delivery of an effective training program for performance management by nursing staff for nursing staff. How can the hospital ensure that the performance management process continues to move forward in a constructive way? Ongoing support, from HR and through continuing training sessions, must be provided to supervisory nursing staff so that they can commit time and focus on the performance management process. Stage Identification of the case issues: Hypothesis: Identification of legislative issues: Analysis Performance appraisals for nurses, to be done by nursing supervisors, were not being completed. A new model of performance appraisal was introduced based on mandatory changes to the existing nursing model. Training conducting performance appraisals for nursing supervisors was provided by an external consultant. Only one training session was provided, which was mandatory. Participants did not take the training session seriously. The performance appraisal process was not effective after one year of implementation. The new model of nursing care was not successfully implemented. Performance appraisals are perceived as a negative experience and a waste of time and are not valued. This perception needs to change in a positive way. In this case compliance with the Human Rights Code, employment standards legislation, occupational health and safety legislation and applicable collective agreements are all relevant. The employer must ensure that any performance issues are managed properly and in compliance with each legislative requirement. Risk identification: If the new model of nursing care is not implemented successfully. patients care could suffer with potentially devastating and tragic consequences. Patients, other staff, and the hospital as a whole could be at risk of legal challenges and lawsuits based on potential nursing negligence and liability claims. Action: Issue resolution: HR impact: Further considerations: Proactive response: The hospital needs to change the cultural approach to performance appraisals first. There must be a clear identification of how performance appraisals can and should be used as a positive motivator in order to effect employee changes in behaviour. Performance management must align with the required changes to the model of nursing care. The hospital should create a comprehensive performance management training program that includes participation with supervisory and front- line nursing staff at each step of the planning process through to successful implementation. A performance management system developed for nurses by nurses will encourage participation and engagement with required supervisory training programs, which will be perceived as a positive experience for everyone involved. HR must work in partnership with designated nursing staff to implement changes to nursing model standards and develop new performance management metrics. At the same time, HR must provide leadership in the design and delivery of an effective training program for performance management by nursing staff for nursing staff. How can the hospital ensure that the performance management process continues to move forward in a constructive way? Ongoing support, from HR and through continuing training sessions, must be provided to supervisory nursing staff so that they can commit time and focus on the performance management process.