Assignment 2: Human Resources And Staffing Crisis At Blumber

Assignment 2 Human Resources And Staffing Crisis At Blumbergs Nursin

Assess the immediate staffing needs at BNH. Prioritize the order in which BNH should fill the main unstaffed position(s). Justify your selection(s).

Considering the reason behind the termination of the employees, formulate a human resources policy that addresses inappropriate conduct in the workplace, the process of reporting inappropriate conduct, and the consequences of violating the policy. Explain your rationale. Per the text, an effective long-term care facility administrator must have both leadership and management skills. Propose at least one (1) way the administrator in this case must demonstrate quality leadership skills, and one (1) way the administrator must demonstrate quality management skills in the aftermath of this crisis so as to improve and maintain staff and resident morale. Recommend a strategy for BNH to use the Quality Indicator Survey to improve administrative practices and ensure future compliance at the facility. Justify your recommendation. Use at least three (3) quality academic resources. Note: Wikipedia and other similar websites do not qualify as academic resources. Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

Paper For Above instruction

The staffing crisis at Blumberg’s Nursing Home (BNH) presents both immediate challenges and long-term strategic considerations for maintaining compliance, ensuring resident safety, and restoring staff morale. The facility’s recent termination of key staff due to inappropriate conduct has significantly impacted its operational stability, necessitating urgent action to address staffing shortages while fostering a culture of accountability and ethical conduct. This paper evaluates the facility’s immediate staffing needs, proposes a human resources policy to prevent future misconduct, and suggests leadership and management strategies for the administrator to navigate the crisis effectively. Additionally, it explores the role of the Quality Indicator Survey in driving continuous improvement and compliance in the long-term care setting.

Immediate Staffing Needs and Prioritization

In light of the recent termination of the director of nursing (DON), receptionist, and dietary aid, BNH faces critical staffing gaps that threaten compliance with federal regulations. Most urgent is the need to immediately replace the interim DON with a qualified registered nurse (RN) who can fulfill legal and regulatory requirements. Federal law mandates a registered nurse be on duty for a minimum of eight hours daily, and the DON must possess RN licensure to oversee clinical and administrative functions effectively (Centers for Medicare & Medicaid Services [CMS], 2020). Therefore, prioritizing the recruitment of a qualified DON is paramount to restore legal compliance and ensure quality resident care. Subsequently, the facility must address staffing shortages in nursing, dietary, and administrative roles to maintain operational stability.

Filling the DON position takes precedence over other roles because of its critical influence on regulatory compliance, clinical oversight, and staff management. Once a qualified RN assumes the DON role, BNH can better coordinate the recruitment of additional staff, including nursing assistants, dietary staff, and administrative personnel, to fill other gaps. This phased approach ensures that core leadership and compliance roles are restored promptly, thereby stabilizing organizational operations and promoting a safe environment for residents and staff.

Human Resources Policy for Workplace Conduct

The recent incidents involving illegal substance use highlight the necessity for a comprehensive human resources policy addressing workplace conduct, reporting mechanisms, and disciplinary consequences. The policy should include clear definitions of unacceptable behaviors, including substance abuse, harassment, and unethical conduct. Employees must understand that violations will result in disciplinary action, up to and including termination, and that reporting misconduct is both a responsibility and a protected activity under whistleblower protections (U.S. Department of Labor, 2021).

The policy should establish confidential reporting channels such as anonymous hotlines and designated HR personnel, with assurances that reports will be thoroughly investigated and that retaliation against reporters is prohibited. This approach encourages transparency and accountability, fostering a culture of integrity. The rationale for this policy is rooted in the need to rebuild trust among staff and residents, ensure regulatory compliance, and mitigate legal and safety risks. Regular training and audits should reinforce the policy’s importance and efficacy.

Leadership and Management Skills in Crisis Recovery

Effective long-term care administrators must demonstrate both leadership and management skills. Leadership involves inspiring trust and guiding staff through challenging times. In this scenario, the administrator should exhibit transformational leadership by communicating a clear vision of ethical practice, accountability, and quality care, thereby motivating staff to uphold standards despite the crisis (Northouse, 2019). Demonstrating transparency, empathy, and decisiveness in addressing issues can foster a culture of integrity and resilience.

Management skills are equally vital, particularly in managing operational disruptions and implementing strategic initiatives. The administrator must employ effective planning, resource allocation, and process improvement to restore compliance and morale. For example, establishing standardized procedures for staff recruitment, training, and compliance monitoring can ensure consistency and accountability. Regular staff meetings, transparent communication, and recognition of staff efforts are management strategies that support morale and engagement during recovery phases (Siletti & DiFulgentiss, 2020).

Using the Quality Indicator Survey for Improvement

The Quality Indicator Survey (QIS) is a tool used by regulators to assess and enhance the quality of care in long-term care facilities. BNH can leverage QIS findings to identify systemic weaknesses, prioritize improvement initiatives, and monitor progress over time. A recommended strategy involves conducting comprehensive internal audits based on QIS metrics related to staff competency, resident safety, and regulatory compliance (Centers for Medicare & Medicaid Services [CMS], 2019).

Implementing targeted staff training programs, revising policies, and enhancing oversight based on QIS results can lead to sustained compliance and improved care quality. Furthermore, integrating QIS data into a continuous quality improvement (CQI) framework fosters a proactive approach where staff and management collaborate to address deficiencies before regulatory inspections occur. This proactive stance not only ensures compliance but also promotes a culture of excellence and accountability in long-term care facilities.

In summary, the strategic application of QIS data empowers BNH to identify vulnerabilities, implement corrective actions, and achieve ongoing compliance. This continuous improvement process supports the facility’s mission to provide safe, effective, and patient-centered care while building a resilient organizational culture capable of withstanding future challenges.

Conclusion

The crisis at Blumberg’s Nursing Home requires immediate staffing corrections, policy reforms, and strategic leadership to restore compliance and morale. Prioritizing the recruitment of a qualified DON aligns with legal mandates and clinical needs. Developing a transparent, comprehensive workplace conduct policy promotes a safe and ethical environment. Demonstrating transformational leadership and effective management will foster staff engagement and stability. Lastly, leveraging the Quality Indicator Survey within a continuous quality improvement framework ensures ongoing compliance and high-quality resident care. Implementing these measures will position BNH to recover from current setbacks and achieve sustainable excellence in long-term care.

References

  • Centers for Medicare & Medicaid Services. (2019). Guide to Long-Term Care Facility Quality Measures. https://www.cms.gov/medicaremedicaid-coordination-fraud-prevention/long-term-care
  • Centers for Medicare & Medicaid Services. (2020). Federal Compliance Requirements for Nursing Homes. https://www.cms.gov/Medicare/Provider-Enrollment/NursingHomeCompare
  • Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Siletti, G., & DiFulgentiss, W. (2020). Healthcare Management: Strategies for Success. Journal of Healthcare Leadership, 12, 45-59.
  • U.S. Department of Labor. (2021). Whistleblower Protections. https://www.dol.gov/agencies/whistleblower
  • American Health Care Association. (2018). Long-Term Care Administrator Competencies. https://www.ahcanc.org/
  • Bailey, P. H., & Pillai, R. (2018). Managing Human Resources (10th ed.). Cengage Learning.
  • Choi, S., & Lee, J. (2020). The Impact of Leadership on Healthcare Quality Improvement. Journal of Nursing Management, 28(4), 813-820.
  • O’Mara, K., & Scott, R. (2017). Ethical Culture Development in Long-Term Care. Journal of Ethics in Healthcare, 11(2), 34-40.
  • Walston, S. L., et al. (2019). Improving Nursing Home Quality Through Staff Training and Supervision. Journal of Elderly Care, 8(1), 22-30.

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