Performance Improvement Developmental Action Plan

Performance Improvement Developmental Action Plan The Fol

The following plan is designed to set objectives to improve performance and monitor progress in an effort to assist the employee meet expectations. The plan is designed to monitor progress midway and at the end of the three month developmental period. Plan Created For: Plan Created By: Name: Name: Job Title: Nurse Manager Company Number: Job Title: Director of Patient Care Services Time Frame for Plan: 90 days to fully implement the entire plan Interim I Observation: Complete In 30 days: Interim II Observation: Complete In 45 days: Interim II Final Report in 60 days: Interim I Observation Date: Interim II Observation Date: Final Observation Date: Below is a listing of sections used on most evaluations.

Please add/change/delete sections to match the employee's most recent evaluation tool or Low HML ranking. For annual review, only show sections where the employee received a zero for any standard. For HML PIP, clearly specify areas that require immediate improvement. Sections Relating to Key Competencies, Skills, & Standards of Excellence where Performance Improvement is needed Describe Expectations and Actual Performance Actions Employee Will Take to Achieve Improvement Accountability & Dependability STANDARD : · Meets productivity standards, deadlines, and work schedules. · Stays focused on tasks in spite of distractions and interruptions. · Makes the best use of available time and resources. · Balances quality of work with meeting deadlines and takes personal responsibility for the quality and timeliness of work while achieving results with little oversight. · The ability to take responsibility for teams actions, decisions, and patient outcomes. This includes ensuring that nursing staff meet established standards of care. · Does not make excuses for errors or problems; acknowledges and corrects mistakes. · Does not diffuse blame for not meeting expectations; faces up to problems with people quickly and directly. · Regularly assessing both individual and team performance. Actual: · Allowed AVADE certification to expire. Formal coaching given. · Requires consistent follow up and follow through on assigned tasks. Miss Jones often misses deadlines and does not follow up or respond timely to emails and request. · On August 1st 2024, an email was sent requesting a completion and update by August 19th, 2024 advising that there were 80 action items pending in We Perform for staff. This deadline was not met. Reminders were given during nurse manager meetings, after huddles, and during 1-1’s on August 14th and August 30th. On September 12th, discussed during 1-1 about completing evaluations and feedback sessions. Guidance and tips were shared. · As of October 1st 2024, 85 action items were pending, with 73 past due. · Education for RCA was requested in June for an event on 5/28/24, with follow-ups through August. Signatures were received by 8/20/24. · Fall audit was initially due by August 15, extended to August 26 and 28, finally completed on September 3, 2024. · ANM competencies not completed timely. · Balancing unit schedule and follow-up with employees on expired EVADEs was inadequate, causing HR decline. · Timecard approvals delayed. · Staff on Jury duty was not communicated properly, affecting staffing. · Recurrent lost Beacons on the BT unit. · Incidental OT follow-up requests went unanswered. Improved accountability: Tracking completion rates, establishing KPIs, analyzing performance data monthly, and taking ownership for errors.

Adapatability and Flexibility

STANDARD : Responds positively to change, adapts approach and goals in dynamic situations, manages change effectively, and clarifies priorities. ACTUAL: When leading change, the employee exercises limited initiative, often awaiting instructions. Needs to improve in understanding the "why" behind change, leading teams through change, and managing ambiguity.

Service Excellence & Strategic Vision

STANDARD : Maintains high standards for patient and customer service, communicates effectively, and anticipates future needs by analyzing trends and devising strategic plans. ACTUAL: Compliance and safety standards are generally maintained. The employee recognizes the importance of long-term planning but needs to proactively lead initiatives that improve patient experience and staff engagement.

Effective Communication for Change Management

STANDARD : Understands and communicates the nature of change, engages staff in planning, and monitors compliance. ACTUAL : When managing change, the employee tends to wait for directives rather than leading, and struggles with exercising proactive change management tactics.

Results Focus & Initiative

STANDARD : Prioritizes important tasks, adjusts to changing situations, and works efficiently to meet deadlines. Demonstrates persistence and volunteers for additional responsibilities. ACTUAL : The employee’s focus on patient experience involves assessing needs and utilizing resources but needs to improve responsiveness and proactive decision-making to better meet patient and staff needs.

Decision Making

STANDARD : Uses sound judgment, gathers input, weighs options, and explains decisions clearly. Capable of making independent, thoughtful decisions even with limited information. ACTUAL : The employee identifies problems, investigates, and involves stakeholders but needs to challenge the status quo more confidently and make independent decisions supporting clinical and operational needs.

Leadership and Initiative in Improvement

STANDARD : Promotes organizational mission, creates motivation, links strategic goals to daily work, and leads by example. ACTUAL : The employee has opportunities to be more proactive in identifying evidence-based practice gaps, leading process improvements, and taking initiative in clinical practice and employee engagement. Often waits for instructions rather than leading initiatives.

The employee is encouraged to evaluate current practices, seek perspectives, lead practice changes, and act decisively to improve the unit’s performance concerning patient experience, staff satisfaction, and clinical processes.

Paper For Above instruction

Performance management and improvement are vital components of effective healthcare leadership. A structured developmental action plan serves as a strategic tool aimed at addressing specific areas of performance deficiency, fostering professional growth, and enhancing overall organizational effectiveness. The case of Miss Jones exemplifies the application of such a plan in a clinical setting, showcasing both areas of improvement and opportunities for leadership development.

Fundamentally, performance management begins with clear identification of standards and expectations. In the context of nursing leadership, these standards encompass accountability, dependability, adaptability, service excellence, safety, decision-making, and leadership. For Miss Jones, critical deficiencies included missed deadlines, inadequate follow-up, poor communication regarding staffing changes, and delays in completing essential evaluations and competencies. These issues have direct implications on patient care quality, staff engagement, and operational efficiency.

One of the primary objectives of a developmental plan is to establish specific, measurable goals to guide improvement efforts. For Miss Jones, this involved setting targets for timely task completion, proactive participation in change initiatives, and enhanced communication with team members. The plan emphasizes continuous monitoring through interim reports at 30, 45, and 60 days, incorporating feedback to ensure accountability and track progress. Regular evaluation encourages the employee to develop a sense of ownership and responsibility for their development plan.

Leadership skills are central to the success of such initiatives. Effective clinical leaders must demonstrate strategic vision, foster a culture of safety, and inspire their teams. For Miss Jones, enhancing leadership capacity involved encouraging proactive identification of practice gaps, leading quality improvement projects, and assuming a more active role in guiding staff through change processes. As a leader, her capacity to motivate staff, communicate vision, and make independent decisions will significantly influence her effectiveness.

Another key focus area is adaptability—the ability to respond positively to organizational change and dynamic environments. Miss Jones exhibited a tendency to wait for directives rather than lead change efforts, indicating an area for growth. Developing confidence in managing ambiguity and leading change initiatives will enhance her resilience and effectiveness as a nurse leader.

Service excellence and strategic planning are essential competencies in healthcare management. Miss Jones's experience demonstrates the importance of consistently delivering high-quality care, responding swiftly to service breakdowns, and designing plans aligned with organizational goals. Improving responsiveness, particularly in patient experience, requires her to evaluate current processes, seek innovative solutions, and lead staff in adopting best practices.

Critical decision-making skills underpin effective leadership. Miss Jones’s need to challenge the status quo and make independent decisions reflects an opportunity for growth. Strengthening her capacity to gather comprehensive data, consider long-term impacts, and articulate decisions confidently will empower her to handle complex clinical and operational issues more effectively.

In conclusion, the developmental action plan offers a structured pathway for Miss Jones to address performance gaps and develop essential leadership capabilities. Regular monitoring and feedback loops foster accountability and continuous growth. Emphasizing proactive leadership, strategic thinking, and ownership will ultimately enhance her contributions to clinical outcomes, staff satisfaction, and organizational success. Such plans exemplify the essence of professional development in nursing leadership, ensuring that healthcare organizations continually evolve and improve in delivering exemplary care.

References

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