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What is the central problem in this case?

What connection do you see between the president's speech and the choice of candidate?

When recruiting and selecting any candidate, what are some of the best methods to follow?

What questions do you think the hiring committee, and Janet should ask from "who's on the team" to help make the decision?

Based on the information you now have what course of action would you recommend that Janet take and why?

patient visitors was very similar to most other Chapters 12 and 13 Anna B. Kayes Davis Perkins University Hospital: Hiring Dilemma in the Emergency Room - Case for intervention and quality orientation. Brian however, scored higher on "Work Style and Disposition on the test than Sheila, and some department? The primary role of the emer gency department at Davis is providing treat- ment for seriously injured and ill patients that either walk in the door or are transported via ambulance. The top reasons that the emergency department at Davis experienced Janet frowned; she was frustrated. A nurse manager and emergency department nurse practitioner, she had worked in the emergency of his best competencies included communica department of a large university hospital, tion and decision making. Davis Perkins University Hospital, for the past 12 years. She stared at the papers on her desk and thought to herself: "How will I choose who Background on Davis to hire?" Janet reviewed the resumes and the remarks of the hiring committee again. One Perkins University candidate, Brian, had recently graduated from one of the top nursing schools in the local area, Hospital but Janet believed he may not be prepared to prioritize the multiple demands of a high stress What was it like to work at Davis? Davis Per and dynamic emergency department. On the kins University Hospital is a large hospital in other hand, Sheila, had a year more clinical an urban city center in the northeast United experience than Brian, but one of the hiring States. As a teaching hospital, it is affiliated committee members, Alex, had voiced con with a top ranked University. Nurses describe cerns about her ability to be a team player" the culture as a learning environment where The comparison between Sheila and Brian could not be more different. Not only did they medical and nursing students are trained in the differ on level of work experience, both candi- health care field. The hospital carries an inter dates seemed to have very different personali- national reputation in the best patient care and ties. The hiring committee noted Brian's "good is a leading research center that adopts cutting sense of humor" and ability to "deescalate con- edge technology flict that were lauded by his clinical references. What was it like in the emergency Sheila, they summarized, had demonstrated strong technical skills and scored slightly higher on the category of "Work-Related Judgment" on the Nursing Career Battery pre-employment test than Brian. Some of her best competencies associated with this assessment included safety were a dose-knit bunch, and turnover had birthdays together, and the work environ- Davis Perkins University Hospital 529 system. Students who rotated through the emergency large urban hospitals (McGee & Kaplan, 2007). The emergency department also treats a substantial quantity of primary and urgent care patients because of the lack of availabil ity for primary and urgent care within the The emergency department employees been greatly reduced over the past 5 of Jan- et's 12 years. Employees would often celebrate ment was highly cooperative and collegial. department as part of their training would often describe their experience as a highlight in their overall curriculum. The emergency department had finally become a team, Janet reflected. What was bothering Janet now, as she considered the two candidates for a regis- tered nurse opening in the emergency depart- ment, was the comparison between the two in light of the new president of the hospital sys- tem's speech about culture. Deciding on which candidate to hire would have been a routine decision that she did not give much thought to in previous years. But this time the decision felt different Hospital (DPUH) with the help of every single employee. Shortly after, he made his famous "culture speech at DPUH's administrator's planning retreat: There are four pillars of our culture at Davis Perkins University Hospital that we must honor at all times and in all roles. The only way to achieve our fundamental ambition of doing good for our patients is to create the right culture based on these four pillars The first pillar is trust. Employees must trust each other and their super- visors, it is the essential ingredient that helps us do our jobs. Supervisors need to prioritize trust in all of their hiring and promotion decisions. The second pillar is relationships. Our hospital is founded on relationships This means everyone from house- keeping to physicians to nurses. We are in the people business and with- out relationships we will not be suc- cessful. Everyone that works at Davis should prioritize relationships-rela- tionships with patients and with each other. The third pillar of our culture is teamwork. I will be at every new hi orientation to remind employ- ees that they are not alone. From the first moment on their new shift, they are a part of a team. The fourth pil- lar is quality. Everyone needs to take The Culture Speech The president of Davis Perkins University Hospital health system, James Cannon, had been in his position for 6 months when he made his culture speech." He had previously worked as a president for a prestigious hospi- tal system in the southeast United States. His reputation for successfully building a hospi- tal culture that aligned with the mission of quality, patient care, and research at his pre- vious place of employment was featured in the latest Davis Perkins University Hospital employee newsletter. He was quoted in this article as enthusiastically stating "I will build a strong culture at Davis Perkins University pride in their job and each detail of their job to make sure that we have a culture of quality. We should always identify areas for improvement and correct them. We need champions to drive the change management pro- cess on our health care teams in order to continue improvement Culture matters and it will help us achieve our mission at Davis Perkins Univer- sity Hospital 530 Chapter 18Health Care Management Case Studies and Guidelines The cheers and applause that greeted his cul- ture speech were loud and heartfelt. The Decision As Janet reflected on her decision, she won- dered who the best fit on her team in the emer- gency department would be. 3. When recruiting and selecting any candidate, what are some of the best methods to follow? 4. What questions do you think the hiring committee, and Janet should ask from Who's on The Team to help make the decision? Based on the information you now have, what course of action would you recommend that Janet take and why? 5. Discussion Questions 1. What is the central problem in this case? 2. What connection do you see between the president's speech and the choice of candidate? Reference McGee, L., & Kaplan, L. (2007). Factors influencing the decision to use nurse practitioners in the emergency department. Journal of Emergency Nursing, 33(5), 441-446