Monster Created by Previous Manager...

Specialties Management

Published

Specializes in OB.

I recently took a position as manager of a unit. The previous manager "created" a position for one of the nurses that in a nutshell made her salaried so she basically reports to no one, feels free to come and go at will, and has a LOT of free time, which the other nurses see and resent highly. (I do not blame them.) She dresses in business-wear, rather than scrubs, so does very, very little patient care. She does fill a specific role in our Med Surg unit, but still probably only actually "works" an average of 4 hours per day, not 8 hours. I know this really needs to change, but am just not sure how to go about it, especially since this role of hers existed and was permitted to function this way prior to my arrival. I'm thinking of starting with creating a job description for her (which she doesn't have as of now), which will look much different than she's used to... I guess I'm just fearful because as a newbie manager, I've not had to do too much yet to anger anyone. This will not go over well with her. (Although the rest of the staff will be thrilled.) Guess this is the hard part! :scrying:

Specializes in Nursing Professional Development.

I would try to "pave the way" for your planned changes by easing her into the idea that change will be coming rather that hitting her abruptly with it. I would also give her a chance to have input into the discussion.

For example: I would arrange a semi-formal meeting with her and tell her that as part of your orientation to your new role, you want to get a sense of what her job is. Ask her to list her responsibilities and talk to you about what a typical work day is like. Perhaps you could even shadow her for a day (or few hours) to see what her work entails. Tell her in a pleasant (non-threatening) way that you will be needing to create a written job description for every employee and that's one of the reasons you need to get a good handle on her position. If you shadow for a few hours in the afternoon, ask her to show you what she accomplished in that morning so that you can get a sense of the whole day. Ask her about her peak times for workload, schedule, etc. Does she have what she needs to get the job done? What is most satisfying about her job? What is most frustrating? etc. In short, show her that you are assessing the situation and give her an opportunity to contribute to that assessment.

This first conversation and shadowing can give her time to think and to be emotionally prepared for some changes. You might get lucky and find that it is obvious that she is not working very hard. You might find a convenient conversational opening to point out that she has some "downtime" or "slow periods" where she might be able to help you/the unit with a few things. Her reaction to that "spontaneous" converstation might help you better gauge the situation.

Based on the results of that assessment, you can decide what to add to her duties ... or decide to reduce her hours. Work with your HR department to be sure you are doing things legally correct and in accordance to THEIR policies in case she protests. If possible, give her some options to choose from so that she feels she had some "say" in things. If you NEED her to work a consistent schedule, tell her that -- and tell her WHY. (If it is just that you or your staff resent the fact that her job doesn't require that she be there at a certain time -- that is YOUR and THEIR weakness, not hers.)

Finally, I am concerned that you seem to have already made up your mind that she/her position is a "monster" before doing an unbiased assessment. You seem to have biases about people who wear business clothes to work, have flexible schedules, are salaried rather than paid hourly, etc. If you are going to climb the career ladder in nursing, you need to understand that such people also do valuable, necessary work -- and not feed into the biases against such people that you and your staff may have. You need to hear her side of things to be fair. Even if your gut instinct turns out to be correct about her work habits -- don't be "out to get her" before you have given her a chance to respond to a little positive coaching. She may have valuable qualities/skills that you are not seeing because of being distracted by the negative.

I hope that helps a little -- but I certainly hope that you have a supervisor or mentor on-site who can help you through this process. The first time you have to deal with these sorts of things can be stressful.

Specializes in OB.

Thank you very much for your advice. I appreciate it and will definitly put some of it to use, such as digging in deeper to the details of her work day and making this a gradual process rather than just "slapping her with it" all at once. However, I have actually been watching and assessing her role for about 9 months now so I'm really not judging on a whim. My perspective has come about as a result of what I have seen and heard from her and her coworkers over the entire 9 months that I've been here. And I am now one of those salaried, business-clothes wearing people, so I don't just have a predetermined bias against them. I know we work hard! :yes:

I do hope that I can guide her into a different role that will put her assets to better use for our unit. She does some things very well and I don't want to lose her. I just need her to begin viewing her role in a different light, which isn't likely to be something she will be happy about...

Specializes in Critical Care, ED, Cath lab, CTPAC,Trauma.

I would engage another mentor at your facility or the CNO for advice. I would actually make time to "shadow" her to see for yourself the job she is performing. I would follow llg's advice to the letter.

In order to not come off as biased....I would try to think of her as less of a monster and work towards helping her become a more productive member of your team and vision for the floor.

I agree with consulting with your own superiors in developing a plan. There is a chain of command for a reason. :)

Specializes in OB-Gyn/Primary Care/Ambulatory Leadership.

OP, I thought you worked in OB? Aren't you a midwife?

Specializes in Hospice, corrections, psychiatry, rehab, LTC.
I guess I'm just fearful because as a newbie manager, I've not had to do too much yet to anger anyone. This will not go over well with her. (Although the rest of the staff will be thrilled.) Guess this is the hard part! :scrying:

You need to get over this kind of thinking, and fast. As a manager you will make a number of unpopular decisions. If you allow fear of conflict to dissuade you from taking needed actions, you will be in for a miserable time. It is liberating to take control of situations like this, because they will cause you no end of grief if you don't. You are under no obligation to continue the mistakes of your predecessor. If you keep things as they are, this employee is essentially her own supervisor setting her own rules, and that cannot continue.

This nurse almost certainly has a sense of entitlement fostered by your predecessor, and correcting this will do wonders for straff morale (save for the person losing her favored status). Simply say that you have analyzed the situation, and the current setup is not an efficient use of available resources. Also say that you expect accountability and production from all of your staff, and she is no exception. You can either create a new position description for her or simply assign her the same duties you give everyone else.

You have the authority to do this. Don't be afraid to use it. There is nothing wrong with being assertive.

Specializes in OB.

Orca, you hit the nail on the head. Thank you. I have always been one to shy away from conflict and don't like to "make people mad" or make unpopular decisions, but I knew going into this job that I would need to do just that. Now is the time. (With the very wise wisdom and guidance from those around me.) :blink: Here I go!

Thank you all for your words of wisdom!

Specializes in OB-Gyn/Primary Care/Ambulatory Leadership.

Mommy2boys, clean out your PM box! :)

Specializes in ICU, CM, Geriatrics, Management.
... consulting with your own superiors in developing a plan...

This is essential. The employee could easily access the chain of command after any changes, and challenge your decision if you don't have other administration support.

Good luck!

Specializes in Tele, Med/Surg, Geri, Case Manager.
Orca you hit the nail on the head. Thank you. I have always been one to shy away from conflict and don't like to "make people mad" or make unpopular decisions, but I knew going into this job that I would need to do just that. Now is the time. (With the very wise wisdom and guidance from those around me.) :blink: Here I go! Thank you all for your words of wisdom![/quote']

So what was the outcome? How did she take it?

Specializes in OB.

Still working out these issues... Staff have been appreciative, leadership supportive. It is definitely a process! I am keeping my focus on what is best for the unit and the patients and not on specific individuals necessarily. It is hard, but I am learning.

+ Add a Comment