Good evening, I am a new manager with only one year experience and over the last year I changed my job. Currently, I am responsible for 41 employees, andI can say I have good RN/patient census. One nurse is responsible for maximum of 15 patients. Here I can say that we are not always full. I find my CNAs very compassionate, and caring. They listen and look for my opinion and advice. The problems I am having is with the nurses. I constantly find their lack of knowledge. I offer to teach them, however I feel that they do not care, and do not want to improve. I gave to all their job description, the only thing they care concerned with is to pass their meds. They lack critical thingking, do not know how to prioritize. One of their responsibility is to create care plans
for their patients. When I remind them what else is needed to be done for their patients, the response I get is, "I am too busy or No, it is too much." I did written verbal warnings, however somehow this does not work. As a result, I do all of thier paper work. It is overwhelming for onr person to do all, especially when I have families that are very demanding and expect from me to update them about their relatives on daily basis. Please, help me. I am willing to do what it is needed to be done. In addition, I do not have the support from HR who made me aware that the facility is not in the position to fire anyone.
Jan 30, '13
Quote from evolvingrn
Do you get that by 'following them ' to 'see how they use their time' if worded in that manner is going to forever make you the enemy.
This struck me as well. When you tell them you are going to be monitoring how they utilize their time, that strikes me as micromanagement. I have workled for micromanagers, and it is miserable. I believe that it would be better to say that there are some essential basic tasks that are not being performed, and your expectation is that they will be. Spot check for charting (which you have identified as a main trouble spot), then counsel those employees who are not complying. With charting in particular, I have found it helpful to emphasize that if there is a problem or legal issue over care later on, charting can save you. I was once sued by a patient who made several false allegations. My charting on the night in question refuted everything he said, and the case was quickly dismissed.
Your employees need to believe that you are there as a resource, and that you will support them in your jobs. The tone that you have set early on, first with handing out the work performance standards and then telling them you are watching, paints you as their adversary and someone to be avoided - which is professional death to a manager.
None of this means that you cannot or should not set limits on their behavior and performance, or spell out your basic expectations. There needs to be a healthy balance, however. You are there as their supervisor, not their overseer.
Last edit by Orca on Jan 30, '13