Nurse Manager Orientation PATHWAY for this and other resources:

Transcription

1 Nurse Manager Orientation PATHWAY for this and other resources: Note: This pathway is a guide to designing an orientation plan for new managers. The timing of actual classes and meetings may vary depending on the time of the year that the new manager is hired (especially in relation to the budget cycle) and also based on departmental initiatives and organizational or departmental priorities. This plan should be initiated and customized by the one-up supervisor of the new manager (both internal and external candidates or a manager in the role on an interim basis). Pre-orientation planning Customization Completion Date & Sign off - Initiate orientation planning process - Modify pathway to meet anticipated goals or needs - Identify resources and schedule meetings for new manager Understand orientation process & modify pathway to meet anticipated needs Schedule orientation activities PCC Administrator and AA meet to review orientation pathway & begin to customize; Clinical Learning Consultant (Nursing Education & Development) available to participate if desired. 1. Register for You Make a Difference one day orientation by Human Resources 2. Register for Hearts and Minds VUMC orientation by The Learning Center 3. Register for Clinical Orientation Identify key websites to bookmark for new manager reference (suggested starting point: Access the OTS (Orientation Tracking System) fron the Learning Center Website: edu/ots/ Obtain resources ID Badge Fill out & sign ID Card Authorization Form VNET Fill out & sign purchase requisition Keep blue copy Send original to 2015 Terrace Place, Box 7702, Sta B Business cards Order on-line at the Vanderbilt Print Shop webpage Keys Identify keys needed/complete key requisition if necessary Meetings Prepare list of standing meetings and schedules in Microsoft Outlook Computer work station & system access Medication/Supply Automated System Access codes access - through LAN Manager WIZ, MARS, StarPanel, StarChart, PMM, VPIMS, Medipac and Pathworx - through attendance at Clinical orientation Verify licensure from TN Board of Nursing website and status of BLS certification Administrative workstation log-ons via LAN manager. Access to shared drives. Arrange for pager and voice mail. P-card if applicable Nurse Managers Council Nursing Leader Board or VMG managers meeting Department Managers (Dept Head) Mtg PCC specific meetings Consider delaying use of pager till after core orientation. Make sure new manager is on proper list to get appropriate alert pages. 1

2 Week One Customization Completion - Understand VUMC mission, vision, credo, and pillar goals. - Learn organizational structure and roles in PCC and VUMC Develop an environment and culture consistent with VUMC Credo improve customer service and satisfaction Achieve financial targets in support of business goals of the Clinical Enterprise 1. Attend You Make a Difference orientation by Human Resources. 2. Attend Hearts and Minds VUMC orientation by The Learning Center (TLC). 3. Attend Clinical Orientation by Nursing Education and Development 4. Meet with PCC Administrator to review and customize orientation pathway to meet needs of internal vs. external candidates. 5. Identify appropriate resource person (preceptor from comparable unit or work area) Consider scheduling priority orientation courses such as New Leader Orientation, S3, (see comprehensive course list of courses for leaders: ite=vanderbiltnursing&doc=18461 Processes (paperwork or Privilege Management System) to grant access to: VandySafe TB skin test compliance Signature authority Time & Attendance system access/paycheck distribution Finweb, Waldo, e-dog, e- budget VPES PRC data (patient satisfaction) Quality dashboards CATS database VandyWorks Veritas reports SAR Reward and Recognition Peoplesoft E-Bedboard The Learning Exchange SciHealth Business Objects PMM Tracer Data (though Verge Solutions Note: goal is to have access so that when needs to access, is able to do so without waiting for authorizations to be processed. This paper work to be done by proxy. Accessing these systems is not early priority in most cases. 2

3 Weeks Two & Three Customization Completion - Establish working relationship with mgt/leadership team on unit(s) - Understand PCC outcome measures clinical, business, financial Develop an environment and culture consistent with VUMC Credo improve customer service and satisfaction 1. Complete Clinical Orientation, 2. Schedule VUMC tour with someone on unit leadership team, VUH Administrative Coordinator or a PCC designee 1. Meet with PCC Administrator ( one-up supervisor) and department leadership team asst. managers, educators, charge nurses, AA (own direct reports): Discuss departmental burning issues or immediate priorities based on pillar goals (i.e. patient and/or staff satisfaction, quality/safety issues, etc) ID key customers and begin plans for rounding and establishing visibility and relationships. Explain day rounding to new manager. Set expectations that this be done with new hires. Set meeting times/dates with new manager and AD for day rounding interviews. Begin rounding with AD on employees and patients shadow/observe, discuss and follow-up. Review Standards of Conduct with PCC Administrator, focusing on PCC priorities; sign pledge card. Review and sign job description. 2. Schedule weekly meeting to check in with direct supervisor. 3. Meet with Asst. Mgr and unit board chair re: schedule for unit-based meetings and processes, such as development and posting of agendas. 3. Review HR and Dept of Finance courses to determine need and schedule. Weeks Four & Five Customization Completion Observe people, processes and systems in operation Begin to understand systems and processes that support the provision of quality care in your area(s) Develop an environment and culture consistent with VUMC Credo improve customer service and satisfaction 1. Work alongside staff to learn roles (Asst. Mgr, AA, RN, LPN, Case Mgr, Charge Nurse, CP, etc.) 2. Review job descriptions and orientation competency sheets 3. Rounds with AD discuss and follow-up 1. Review current PRC patient and staff satisfaction data and identify unit issues. 2. Meet with staff in Strategic Development office to learn how to use system. 3

4 Begin scheduling meetings with key department staff to be held during weeks six and beyond: Recruitment Employee Relations Patient Affairs/Interpreter Services Patient and Family Centered Services Nursing Education Risk Management Financial Officer Standards and Accreditation Shared Governance Magnet Recognition Nursing Research VPNPP The Learning Center/Center for Organizational Learning Nurse Wellness/EAP Nursing Diversity and Inclusion Could be done by AA during week 3 or 4 to try to schedule for weeks 6 and beyond. Weeks Six & Seven Customization Completion - Begin learning about budget process and tools - Begin review of key policies & procedures (especially Patient Safety category) - Unit web page access and begin considering customization needs 1. Schedule meeting with Chief Nursing Officer of entity. 2. Meet with PCC/Institute Administrator and Physician Leaders about immediate priorities of area, burning questions, mysteries and roadblocks you have identified. 3. Rounds with AD discuss and follow-up Alternative: schedule quarterly lunch with CNO and invite managers hired that quarter to attend. 1. Meet with HR recruiter for area. 2. Meet with Employee Relations specialist re: Performance Improvement Counseling process. 3. Interview and hire new staff, as needed. Recruiter: Recruiting solutions How do I learn about candidates? What recruiter needs from you? How you know when positions are posted? How do people apply for openings? What are position numbers and how are they used? How do I use SAR forms? Employee relations HR Policies HR website FMLA and other types of leave Grievance process 4

5 improve customer service and satisfaction Achieve financial targets in support of business goals of the Clinical Enterprise 1. Meet with Manager of Patient Affairs and Guest Relations, Interpreter Services. 2. Meet with Director of Patient and Family Centered Services 3. Meet with Risk Mgt. representatives to clarify roles and support services. 4. Meet with Quality Consultant to review area s quality plan and NDNQI data 5. Meet with Director accreditation and standards related to Tracer audits and other pertinent issues 1. Meet with Health/wellness re: services available. (EAP and Nurse Wellness) 2. Meet with Director of Nursing Education and Development to identify resources for self and staff. 3. Review Performance Development records of staff. 4. Learn about on-line training resources 5. Schedule meeting with representative from VPNPP Steering Committee to learn about RN evaluation and advancement program. Attend one Central Committee meeting for orientation to process 6. Schedule to meet with Director of Shared Governance 7. Schedule meeting with Director of Magnet Recognition. Briefing on time & attendance system and staffing plan with Asst. Mgrs, including use of tools to manage staffing shift mgt. report, acuity tool. Meet with a Financial Officer to walk through current budget and planning process: weekly and monthly financial data and tools such as labor distribution reports- how to read, analyze and respond. Also review benchmark data used in financial planning, variance reports, and continuing analysis of weekly and monthly financial reports which support achievement of financial targets. Patient Affairs Role of patient affairs and guest relations Interpretive services Patient complaints Floor rep Risk Management VERITAS safety reporting system TN 1 st report of injury Workers comp Root cause analysis Accreditation & Standards EOC tours Support for managers HIPAA compliance Mcstrategies.com Webinservice.com EAP Drug free and violence free workplace policy Nurse Wellness program Crisis intervention Web resources On-line safety training Vandysafe.com On-line compliance training Mcstrategies.com VPNPP npp/vpnpp%20summa ry.html Finance erbilt.edu/ Learning Center learningcenter.org Human resources 5

6 1. Schedule meetings with dept. heads for ancillary services whose work impacts your area: (Ex. Lead person in Service Center re: supply process) 2. Schedule meetings with access/pt. flow mgrs. of areas impacting your areas (Ex: ED, Admitting, transfers in/out) 3. Meeting with PCC Administrator re: progress to date and to identify immediate and long term learning priorities. Support Services Resp Therapy Pharmacy Plant OP Dietary Clinical Engineering Linen and Transport Supplies and Pyxis Chaplain Bereavement liaison Information Systems Rehab Services Environmental Svcs Admitting etc Weeks 8-12 Customization Completion - Understand policies relevant to unit, PCC, and VUMC - Begin identifying outcome targets c.vanderbilt.edu/e- Manual/Hpolicy.nsf/B ycategoryweb?openvi ew improve clinical outcomes, customer service and satisfaction 1. Review unit, PCC and hospital policies. 2. Assess implementation of quality plan, including audits; assess JCAHO readiness. 3. Identify assigned Elevate coach and schedule time to meet Meet with Director of Nursing Research to review retention data, status of evidence based practice and overview of nursing research internship. Review staff satisfaction and turnover data. With staff involvement and quality data, identify priority competency needs of staff and begin planning to meet those needs. 4. Rounds with AD discuss and follow-up Nursing Research Office Research Committee Article writing Exit interviews Achieve financial targets in support of business goals of the Clinical Enterprise Depending on budget cycle, accomplish immediate objectives of this phase of the cycle. 1. Meet with managers of areas involved in transfers to/from your area to build relationships and assess strengths and weaknesses of process. 2. Continue meeting with leaders in ancillary areas. 6

7 Weeks Customization Completion - Articulate quality and financial Performance targets. Communicate expectations with staff, management. team and physicians. Develop an environment and culture consistent with VUMC Credo improve clinical outcomes, customer service and satisfaction 1. Establish consistent communication with team via staff meetings, unit board and other vehicles. 2. Continue to review unit, PCC and hospital policies. 3. Assess implementation of quality plan, including audits; assess regulatory (JC, CMS, OSHA, State Health Dept, etc) readiness. 1. Assess completion of Performance Development Plans with staff 2. Consider scheduling 1:1 or small group meetings with staff to foster communication and problem solving. 1. Meet with PCC Administrator and MD leader for feedback and fine tuning of performance goals for next 3 months. Building/Location Abbreviations: CT = Crystal Terrace MCJCHV = Monroe Carell Jr. Children s Hospital at Vanderbilt VAV = Village at Vanderbilt EBL = Eskind Biomedical Library LC = Learning Center MCN = Medical Center North VUH = Vanderbilt University Hospital LH = Light Hall OH = Oxford House VMG = Vanderbilt Medical Group MAB = Medical Arts Building PRB = Preston Research Building (same as MRB II) MRB = Medical Research Building (there are 4 MRB s) Robinson Research Building (same as MRB I) MCE = Medical Center East TVC = The Vanderbilt Clinic OHO = One Hundred Oaks 2525 West End Avenue = home to Human Resources 7