Principles of Performance management
At least 4 sources
As a nursing leader envisioning myself responsible for various departments and units, I will start investigating paths to better the performance outcome measures that are below benchmarks by creating a performance data scorecard and concentrating on the discussed healthcare organization’s outcome and employee engagement in this process.
A1. Patient population
The population that I would like to discuss are the oncology patients on our Oncology/Med-Surg/Urology/Hospice unit at Methodist Hospital, MN. Recognized as one of the Watson Health 2019 100 Top Hospitals®, we’re among America’s highest performing hospitals in clinical quality, patient satisfaction and more. Our combined hospital and specialty center campus offers you the support of a team of experts in over 50 specialties.
Our floor is divided into two sides – east and west. East side has 24 private rooms, and West side has 28 private rooms. Our unit provides services to people of ages 18 and older. We take care of patients with multiple comorbidities, cancer diagnosis, those after oncologic and urology surgeries, and those who are on hospice.
Patient to nurse ratios during day and evening shifts are four to one, while at nights a nurse has a maximum of six patients.
A2. Outcome measures
Measure Outcome Drivers
Performance
*** My thoughts regarding policy changes: Additional EKG class for those who have taken it once to better feel about their skills;
Encourage staff to get chemo and OCN certified;
Train ALL units of the hospital EKG skills (not only EC, ICU, and Oncology units have to have such skills);
have our staff to out oncology patients (not floating nurses) to avoid mistakes and anxiety in patients.
