Nurse Managers working the floor

jetscreamer101 · Jul 9, 2006

In my LTC facility, if there is a call in and we can't get anyone to stay late/come in early, my DON has worked the floor. I, a supervisor, work the floor when there is a call in, or not enough staff scheduled. The MDS nurse has also worked the floor, as well as the Rehab nurse. The only one I've never seen or known work the floor is the QA nurse that only works 2 days/week. 3 weekends ago there was a call in on 7-3, so I worked. The next weekend there was a call in and the DON worked the floor so I could have that next weekend off. Granted, none of us really "want" to work the floor, but sometimes its needed. We also answer call lights if we're passing and notice one on. I've been known to help with incontinent cares and transfers as well.

Long Term Care Columnist / Guide · Jul 9, 2006

I do whatever I can to NOT work the floor---that's why I've taken over scheduling! ---but for crying out loud, if there's no one available to help, I'll get out there and do it. I'm not above assisting a resident with toileting, passing meds, or even serving out dinner. My administrator is also good about this, even though he has no caregiving experience; he just says "Tell me what to do" and does it. It's called TEAMWORK, and without it, a facility doesn't run very well.

Jolie, BSN · Jul 9, 2006

My (very wise) boss gave me 2 bits of advice when I took my first management position:

1. Never mess with anyone's time or check. If an error occurs, regardless of who is at fault, get it corrected and a new check issued immediately.

2. Never ask a staff member to do ANYTHING that you are not willing to do or have not already done yourself. That includes staffing issues such as OT, weekends, nights and holidays.

I was far from a perfect manager, but I stuck to these 2 rules, and believe I was respected for it. My staff went high and low to fill vacancies, but when they were unable to do so, they knew I would come in. Fortunately, those shifts were few and far between.

I also regularly worked one weekend per month on nights, and a few evenings per month to keep in touch with the staff and their issues on those shifts. It went a long way toward promoting good relationships.

I would be hard-pressed to work on any unit where the manager refused to do bedside care. I think that is an important issue to discuss in an interview and consider when making employment decisions.

BlessedbyGod · Jul 9, 2006

Thank you all for your input. Jolie- Those are good principles to work by. Alot can be accomplished just by following the those two. MJLRN- thank you for your honesty. Jetscreamer- that sounds like a fair way of rotating who works when, if there is a call off.

We have a new DON, so hopefully alot will change because I haven't seen a manager pass any meds in the two months I've been there.

SmilingBluEyes · Jul 9, 2006

Ours does not work the floor at all and literally cannot. She lost her clinical skills LONG ago. Shame.

lorster · Jul 9, 2006

My (very wise) boss gave me 2 bits of advice when I took my first management position:
1. Never mess with anyone's time or check. If an error occurs, regardless of who is at fault, get it corrected and a new check issued immediately.
2. Never ask a staff member to do ANYTHING that you are not willing to do or have not already done yourself. That includes staffing issues such as OT, weekends, nights and holidays.
I was far from a perfect manager, but I stuck to these 2 rules, and believe I was respected for it. My staff went high and low to fill vacancies, but when they were unable to do so, they knew I would come in. Fortunately, those shifts were few and far between.
I also regularly worked one weekend per month on nights, and a few evenings per month to keep in touch with the staff and their issues on those shifts. It went a long way toward promoting good relationships.
I would be hard-pressed to work on any unit where the manager refused to do bedside care. I think that is an important issue to discuss in an interview and consider when making employment decisions.

Wow, great boss and you can come and work at our hospital any time.

judy ann · Jul 9, 2006

My (very wise) boss gave me 2 bits of advice when I took my first management position:
1. Never mess with anyone's time or check. If an error occurs, regardless of who is at fault, get it corrected and a new check issued immediately.
2. Never ask a staff member to do ANYTHING that you are not willing to do or have not already done yourself. That includes staffing issues such as OT, weekends, nights and holidays.
I was far from a perfect manager, but I stuck to these 2 rules, and believe I was respected for it. My staff went high and low to fill vacancies, but when they were unable to do so, they knew I would come in. Fortunately, those shifts were few and far between.
I also regularly worked one weekend per month on nights, and a few evenings per month to keep in touch with the staff and their issues on those shifts. It went a long way toward promoting good relationships.
I would be hard-pressed to work on any unit where the manager refused to do bedside care. I think that is an important issue to discuss in an interview and consider when making employment decisions.

I found these practices to be the best thing I was ever taught, and I graduated in 1959. I was a head nurse for a while and found that my staff was so very willing to do what was needed because they knew that I would let them know how much I appreciated it, and that I would do it myself if able. One of the other things that worked well for me was the scheduling myself for evenings and nights periodically. I got to know those staff members better (and they knew me better), and I got positive feedback from my bosses and even the doctors. noticed.

ZASHAGALKA, RN · Jul 9, 2006

I also regularly worked one weekend per month on nights, and a few evenings per month to keep in touch with the staff and their issues on those shifts. It went a long way toward promoting good relationships.

I have always considered this THE key sign that a manager could effectively manage. If you don't 'work the unit' from time to time, how can you possibly understand the issues that your nurses are bringing to you?

With every new policy change, those ISSUES change. If you don't work from time to time UNDER the new rules that are constantly being made, how can you relate to the issues that develop AS A RESULT of them.

Of course, that is different than the thread, but: a manager that will work from time to time just to keep her head in the game is much more likely to work in emergencies.

Personally, I think managers should get some form of 'overtime' for doing that in any case. I completely understand the concept that being on salary means NOT getting paid any extra for 'emergency' shifts and the willingness to work even ONE can lead to the neccessity to do many. That isn't fair, either, to be sure.

But, if the manager is DOING the work than another nurse would be paid handsomely extra to do if available, why SHOULDN'T that manager get the same reward?

~faith,

Timothy.

lorster · Jul 9, 2006

I have always considered this THE key sign that a manager could effectively manage. If you don't 'work the unit' from time to time, how can you possibly understand the issues that your nurses are bringing to you?
With every new policy change, those ISSUES change. If you don't work from time to time UNDER the new rules that are constantly being made, how can you relate to the issues that develop AS A RESULT of them.
Of course, that is different than the thread, but: a manager that will work from time to time just to keep her head in the game is much more likely to work in emergencies.
Personally, I think managers should get some form of 'overtime' for doing that in any case. I completely understand the concept that being on salary means NOT getting paid any extra for 'emergency' shifts and the willingness to work even ONE can lead to the neccessity to do many. That isn't fair, either, to be sure.
But, if the manager is DOING the work than another nurse would be paid handsomely extra to do if available, why SHOULDN'T that manager get the same reward?
~faith,
Timothy.

Yes, I agree with you. It is unfair for a manager to have to work 60 to 70 hours a week for the same pay. Ultimately, that manager could be making less than a new grad if they figured it out hourly. We do not have one manager that is willing to roll up their sleeves and help out when the going gets rough on the floor. I asked one of our managers in a meeting if she knew what color our gloves were. She didn't know. That is sad as far as I'm concerned. Sometimes all it takes is a manager coming onto the floor and helping for an hour to catch nurses up and make the unit move more smoothly. But they do not see it that way. Most of them simply do not want to be at the bedside. Some of them will spend more time on the phone trying to find help rather than just getting up and doing some work. I have seen this many times. It is intereting how fast they forget about how hard it is sometimes.

rpv_rn · Jul 9, 2006

i remember working at one "union" hospital where the managers could not work the floor, until after all available staff nurses were called first. usually one staff nurse would be available to come in.

has anyone ever encountered this situation?

Ms.RN · Jul 9, 2006

On call managers always call me to see if i can come in and work. If they are on call, and if we are short staffed, then it means they are suppose to fill in the vacancies. I've said "no" to them just because of that reason.