Discussion : Principles of Organizational Performance Management C161

Question:  What is the normal page length of the paper? Answer: 12 – 15 pages, however, there are no page requirements

Sections A1 – Patient Population

Question: Do I use the unit I work on for this section?

  Answer: You can use a unit that you have worked on in the past, or a unit that you currently work on. You would describe the unit and the type of patients that you care for on this unit. For example, if you work on a Trauma unit, your patient population will be described as trauma patients. 

Section A2: Outcome Measures

Question: Can I do section A2 in a table?

Answer: Yes, you need to present the outcome measures in the form of a scorecard.  A scorecard is a visual way to present the information. The table can have the indicators (performance, quality, patient safety, and employee engagement) down the left side column. The outcome measures will be in the next column and the drivers will be in far-right column. The outcome measures are the “what” you are measuring, or your goals and the drivers are the “why” the measure is important and what it will drive, such as improved finances or customer satisfaction. You do not have to pick one topic but you do have to pick one patient population and your performance measures for performance, quality and patient safety must be for that patient population. Employee engagement is focused on the employees at your organization. There is an example in the PowerPoints provided for you to reference.

Question: How do I write the outcome measures?  Do I need one for each?

Answer:  The outcome measures will be written so they are measurable.  For example, a patient safety outcome measure could be to decrease the fall rate.  Yes, you will need one outcome measure for each of the four indicators (performance, quality, patient safety, and employee engagement).

Question: What are drivers and do these go in the scorecard?

Answer:  Drivers are why the outcome measure is important.  It is the “why.”  You will include the drivers in the scorecard.  For example, drivers for decreased falls could be improved patient satisfaction, decrease length of stay, and improved patient safety.

Section B: Necessary Processes

Question: For section B, are we discussing the things that would need to happen in order for our outcome to happen?

Answer: Section B is the necessary processes, so you would discuss what you need to do in order to achieve your outcome measure. As an example: If you want to increase communication with your patients (in order to

 improve overall performance), your necessary process might be to institute hourly and shift rounding with patients.  You need to write a minimum of one paragraph for each outcome measure. 

Section B1: Additional Indicators

Question: What is meant by additional indicator? 

Answer: In section B1, you need to identify one additional indicator that will drive the outcomes in the scorecard.   You must also discuss why it is important for a nurse leader to monitor on a regular basis to drive outcomes for the scorecard.  For example, if you choose improvement of staffing levels as your additional indicator, you would also discuss that staffing is important for a nurse leader to monitor on a regular basis to ensure that you can implement the rounding protocol to decrease fall rates (patient safety outcome measure).

Section C: Advantages

Question: Is this section asking the advantages of using a balanced scorecard in general?

Answer:  In section C, advantages, you want to discuss at least three advantages of the scorecard that you created in section A. Think about how the scorecard that you created will help your patient population and organization.  Articles can be found in the course of study that discuss advantages.

Section D: Current Trends

Question: For section D are the current trends in general or can they be specific to the hospital the scorecard is based on?

Answer:  No, the current trends do not have to be based on the scorecard. The discussion should be around current trends and how they relate to employee engagement. You want to make sure that you specifically state how at least two current trends are related to overall employee engagement. For example, a current trend is wellness programs. You would discuss how wellness programs relate to employee engagement by stating the programs work to improve the health of the employees. Healthy employees are happy employees and will be more engaged.

Question: Can you explain more on the current trends?

Answer:  Current trends are the things that organizations use to recruit/engage employees. Examples of current trends might be flex scheduling, educational enhancements, bonuses for meeting benchmarks (profit sharing), and even health and wellness benefits. Those are some examples.

Section D1: Relationship

Question: What is required in this section?

Answer: In this section, you must you must discuss the relationship between employee engagement and healthcare quality.  For example, you could discuss how engaged employees are involved in the unit and work to improve patient care by participating in committees.  The employees actively participating in committees to improve the care provided to the patient will improve quality.

 Section D2: Current Tools

Question: How many tools need to be described in this section?

Answer: You will discuss as many tools as your organization uses but you at least need to discuss one tool.  Examples of current tools are employee satisfaction surveys, NDNQI surveys, or Great Places to Work surveys.  In this section, you also need to ensure that you state if the tool adequately provides nurse leadership with data regarding employee engagement.

Question: What if my organization does not use any tools that measure employee engagement?

Answer:  If your organization does not have any tools that measure employee engagement, you will answer that way, however, you will need to provide a suggestion of what tool(s) could be implemented at your facility.  You will also want to discuss how the tool(s) will adequately provide the nurse leader with data regarding employee engagement.

Section E: Improving Employee Engagement

Question: Do I have to write an employee engagement plan for each measure or can I just pick one?

Answer:  You must write a plan based on the employee engagement outcome measure you identified in section A2. The plan must include time measurements and evaluation strategies.  It is very important that you use the outcome measure from A2 because it will be sent back for revision if you do not use the same measure.

Section E1: Leadership Best Practices

Question: Can I just bullet point some best practices?

Answer:  No, you need to discuss at least two leadership best practices and how these practices improve employee engagement.

SAMPLE SOLUTION

Management of any healthcare facility plays a significant role in the quality of care delivered to patients. Nurse managers, for instance, are responsible for supervising the staff working within their setting and oversee the delivery of quality patient care. Additionally, they have to make budgetary and other management decisions, setting work schedules, and establishing policies that can eventually reflect the Federal and State healthcare regulations. Such leaders must, however, possess skills and expertise that can enable them to achieve this mandate. As the nursing industry continues to reform and respond to changes such as technology and the need to use evidence-based practice, it is…