Human Resources are all the people (both men and women) who are employed by it

to work toward its objectives. They include the permanent employees, part-time
employees, and trainees. They are compensated for their work.
Human Resource Development is a philosophy to effectively manage people; it is
driven by policies, procedures, systems, and processes that influence people (individually
and in groups) to achieve the organizations goals.

Key Terms
HRM Productivity
HRD Potential

HRM VS HRD
HRM traditionally has been more reactive than proactive. Its main focus is on the
following:

1) To improve productivity
Productivity is the performance output in a given time frame. HRM develops
people to perform to set standards and constantly evaluates ways to improve
standards.

2) Improve the quality of work life (QOWL)

QOWL addresses what behavioral scientists call hygiene factors. (i.e.
elements that causes dissatisfaction.) The main element of dissatisfaction is
PAY. HRM looks at pay till it is no longer a deterrent to productivity. It is the
principle item on the agenda when negotiating labor contracts. HRM recognizes
this when framing its HR policies and practices, especially their compensation
strategies.

3) Response to environment
HRM is reactive. It is influenced by external and internal environments. It is
the meticulous balancing of this that makes HRM successful.

Internal Environments

External Environments

Union Relations

Labor Legislation

Business Strategies

Labor Market

Employee Capabilities

Competition
HRM

Organization Culture

Suppliers

Leadership

Standard of Living

Employee Costs

Social Changes

Internal Environment This is the environment within the organization. HRM is

influenced by thefollowing:
Unions The attitude of the unions is important. Unions have been traditionally
suspicious of management and vice versa. HRM responds to the union demands
and tries to get the most cost effective deal in labor contracts for the
management. HRM believes in legal compliance giving just enough asper labor
law.
Business Strategies Strategies are actions to achieve long-term goals. HRM
responds to business strategies rather that creating them. Strategy building in
the HRM approach is the privilege of the top management. HRM stands by as
mere spectator at the time of formulation and responds to set strategies.
Employee Capabilities These are looked upon as limitations rather than the
opportunity to develop potential. HRM develops skills to improve immediate
productivity rather than as a long-term investment.

 Culture HRM responds to organization culture as something omnipotent

handed down by the owner. It does not look at influencing that culture. The
employees are molded into that culture rather than being the creators of culture.
Managers believe in strict compliance and use the carrot or stick to achieve
it.
External Environments These are the influence outside the organization that have a
bearing on HRM and on which there is little control. Such influence are:
Legislation There are several labor acts that impact the management of and
the workforce such as the minimum wages act, laws on overtime, etc. There are
now sweeping laws on employee health and safety. These have to be followed
meticulously.
Labor Market is the source from which the organization gets its employees.
HRM looks at sources that provide candidates at the cheapest cost. The result
is that the organization gets employees who are not competitive in terms of
knowledge or competencies.
Competition HRM responds to competition rather that leading it. New ideas
are delayed in adoption due to bureaucratic procedures of approval. HRM
addresses old practices in new jargon rather than exploiting their potential.
Standard of Living HRM gives automatic annual increases as per grade
rather than looking at performance bonuses and merit based increase. People
work just that amount to earn the annual increase rather than excel to gain a
special bonus.
Social Change HRM looks at social changes (Slow as they were in olden
days) more as a nuisance than an opportunity.

4) Make the human resource cost efficient

HRM looks at employees as costs rather than assets. HRM short changes the
organization by hiring people of low potential and attitude because of cost
considerations. They offer the least amount as per the law. The challenge for a

HRM manager is to keep the payroll costs within budgets handed by the top
management.

HRD
HRD, on the other hand, adopts a completely new philosophy. In the first place, it
looks at employees as an asset with potential for development for the individual and
organization good. Potential, as we have learnt, is the capability to be developed into
something higher. HRD, therefore, believes that:
Every person has a potential arising from his/her strengths
Potentials are of different types in different people suiting different roles and
situations
In the same role people may have more or less potential
At any given time, whatever the level of achievement, a persons potential is
under-utilized
Potential changes in complexion with better utilization
Potential can temporarily erode due to disuse or misuse

To release potential, HRD has to create an organizational environment where it can

be fostered and developed. The culture of the organization creates the environment
for potential to grow.

The HRD Culture

Given below are the elements that an HRD culture promotes:
Respect for each persons culture
Encouragement to the employees for participation in the affairs of the organization
Creates trust by bridging physical and psychological gaps
Employees dignity and self-esteem
Team feeling
Evolution on the belief that people and environment are constantly changing
Congruence between individual and organizational goals
Care for the employees

 Openness and candour self-expression and feedback without fear

Fairness
Expert-based power it gives importance to those with superior knowledge and
skills
Courage of conviction (assertive rather than aggressive)
Individual autonomy employees are given freedom within broad guidelines
Shared values both management and staff are guided by common principles
HRDs main purposes are to:
Improve morale and motivation through empowerment and developing potential
Improve competitiveness through better productivity, quality consciousness, cost
control, systems discipline (ex. Following procedures), and excellence in the way
things done
Bring about commitment and teamwork
Foster participation of employees in organizations strategic intent
Human development
Be result oriented
Ensure a safe workplace
Develop enlightened employee/union relations
Optimize the utilization of human resources
Improve work practices
Develop rational structures to meet the business strategic needs
Introduce the organize technological disciplines

HRD Processes
-

With this beliefs, culture, and purposes, HRD adopts appropriate processes (Series
of actions to achieve an end) in their approach to managing human resources.
Following are the processes it champions:

1) Developing an enabling culture and climate

o An enabling culture is one where the individual has the opportunity to grow
and use his/her potential. This is done by:
Changing the leadership style from autocratic, authoritarian or
bureaucratic to more paternalistic. Paternalistic leadership shows
care.
Managers become mentors (senior people who act as a guides) and
coaches (personally train) who care for their people and want to
encourage and prepare them for higher responsibilities.
Managers bring a sense of belonging and team spirit where
achievement of results is celebrated, recognized and rewarded.
Managers break down physical and psychological gaps by being
approachable and trusting.
Managers develop HRD skills like goal-setting, performance
appraisal, counselling, continuous learning, and self development.
Developing a learning organization to foster continuous education
and self development
2) Information sharing
o HRD makes information more accessible and transparent. HRD believes:
That an employee must know the organizations strategies and
policies and also be aware of how the organization is doing.
That new employees are to be inducted well into the culture,
customs and practices of the organization so that they can fit in
easily.
That formal and informal vehicles for communication are necessary
to maintain a continuous dialogue.
3) Empowerment
o Is the process of making employees more powerful with sanctions of
authority and responsibility. HRD achieves this by:
Developing greater knowledge and skills
Giving more responsibility

 Giving more authority

Providing greater autonomy to make decisions
Creating enthusiasm in the employee ranks making work fun
rather than a chore
4) Structures
o HRD will influence the structure of the organization by removing
bureaucratic layers. The organization will be lean (fewer layers) for quicker
decision making
5) Develop the knowledge capital
o Employees, therefore, become assets to be built for greater contributions.
This then achieved by:
Continuously developing individual potential to meet the
organizations future needs
Developing a performance management system that throws up
individual potential and specific needs for training and development
Dovetailing potential into career progression and succession plans
6) Act as a change agent
o Change is the biggest challenge in modern times. Organizations are forced
to restructure themselves to survive in global competitive markets. Internal
processes and workforces too have to align themselves quickly to changing
scenarios. HRD has a greater role in this transformation process
7) Enlightened unions
o The objective of HRD is to develop a partnership with the union through
transparency and trust
8) Business strategists
o To be able to do this, they have to be alert to the following:
To the change in business strategies so as to align the workforce to
the new strategic needs
To be part of the top management business planning team to
understand the change in thinking and advice management of the
capabilities of the employees with regard to those changes

 To develop capabilities to meet the needs of the organization

Give diagnostic feedback; sharing problems, opportunities, and
desired directions; increasing behavioral skills to raise sensitivity to
human behavior and organizational effectiveness.
Bring about system discipline
9) Leadership development
o HRD will organize a few development programs that will focus leadership
skills in a progressive HRD direction. Such programs would include:
Mentoring
Creativity
Problem-solving and decision-making
Develop Theory Y managers
Delegation
Coaching
Communication
Use of MIS and technology
Role modelling
Systems discipline
Time management
10) Talent scouting
o HRD uses the following approaches to meet this challenge of attracting
good people:
Source the labor markets creatively to get the best talent
Be alert to compensation changes by competition
Outsource certain tasks
Contract certain HR tasks to external experts
Respond to the new worker
Respond to other social changes
Manage a knowledgeable youth

11) Team building

o Excellence in service is only possible through teamwork where each
member of a team, and each team itself, is working towards only one goal
of customer satisfaction
12) Develop HRD sub-systems
o Job analysis
o Selection systems
o Induction systems
o Training and development
o Career planning
o Succession planning
o Multi-skilling through job rotation
o Reward and recognition
o Performance counseling
o Participative devices
o Human resource information systems
13) Managing costs
o Maintaining HR costs through several innovative ways:
Developing a flexible workforce
Being creative in their recruitment and compensation strategies
Having a leaner workforce to manage costs

Recruitment and Selection

-

Recruitment is the process of identifying suitable candidates from known sources

in the market for a job. Selection is the process of choosing from the candidate
identified. The term hiring is composite of this two functions

Pre-recruitment activity
-

The process of recruitment starts with preparing job description that profiles the
duties and responsibilities of a job. Recruitment and selection can only be done
against specifications set for the job.

Task Lists

Job Analysis

Job Descriptions

Job Specification

Recruitment policies
1) Internal Vs. External recruitment
2) Impact on compensation policy
3) Entry level Vs. Experienced
4) Outsourcing Vs. In-House
5) Human Vs. Technology
6) Specialists Vs. Generalist
7) Sourcing Policy
8) Recruitment authority levels
9) Recruitment budget
10) Retain or release
11) Employment conditions

Selection processes
Job Analysis

Job Description

Job Specification

Sourcing

Interviewing

Testing

Contacting

Screening

Offer Letter

Reference Check

Appointment Letter

Joining Formalities

Job description
Is a written profile of a job
The key issues listed in a job description are: the job title, category, reporting
relationships, job summary, duties and responsibilities, levels of authority, and the
departments that the job position coordinates with
Can incorporate the job specification to complete the document
Typical good job descriptions observe certain rules:
Using a terse, direct style with action verbs
Using a present tense
Each sentence must reflect an objective either tacitly or through implication
Each word should provide information about the job. Unnecessary words
must be omitted
Use words that imply only one meaning
The job description must reflect the scientific data collected through job
analysis
Job Title
is the name of the job position as reflected to the customer or the external public. It
is different from designation which is a name given to the job that reflects in grading
structures to bring parity between jobs.
Category
this distinguishes the level of the job in terms of management, supervisory, skilled,
and unskilled workforce. This is particularly useful when the organization gives
fancy titles for public consumption, but needs an indication internally where that
positions fits. Some organizations may even mention the grade scale or its number.
Reporting relationship
it is important to give the job position of the immediate boss. Good management
principles allow one immediate boss. This is going to be the position for the day to
day direction. The boss will appraise his/her performance. Functional structures
may have a position reporting to one immediate boss for administrative reasons and
report to the functional specialist in the headquarters for technical guidance. This
happens in divisionalized operations and chain operations.

Job summary
it encapsulates the expectations of the management from the job holder.it specifies
why the job exists. It is usually one sentence or two. Other terms for it are primary
function or job content. This statement is difficult to compose as it has to reflect
the essence of the job. Each word has a significant meaning, reflecting, maybe one
or many activities.
Duties and responsibilities
it brings out the work activities essential to the job. Sentences start with active
verbs, are tense and to the point. They also have an objective for each action so as
to make these duties result oriented. Employees also want to know the whys of
each tasks. They get a total picture of the activity rather than a prescriptive narrow
view.
Coordinates with
also known as internal linkages or primary relationship. The main purpose is
to list the people the job holder will coordinate with and how for the successful
completion of the job. The coordination is essential to the job. It also helps in crosstraining the job holder in other coordination positions to get their point of view
Job specification
is a written document that profiles the person who has to do a given job. It is the
most important document for the hiring process.

Categories or levels of care of patients, nursing care hours needed per patient per day
and ratio of professionals to non-professionals

Levels of Care
Level I

NCH Needed Per Pt. Per

Ratio of Prof. to Non-

Day

Prof.

1.50

55:45

3.0

60:40

4.5

65:35

6.0

70:30

Self-Care or Minimal Care

Level II
Moderate or Intermediate Care
Level III
Total or Intensive Care
Level IV

Highly Specialized or Critical 7 or higher

80:20

Care

The Hospital Nursing Service Administration Manual of the Department of Health has
recommended the following nursing care hours for patients in the various nursing units of
the hospital.

Nursing care hours per patient per day according to classification of patients by units.

Cases/Patients

NCH/Pt/day

Prof. to Non Prof. Ratio

1. General Medicine

3.5

60:40

2. Medical

3.4

60:40

3. Surgical

3.4

60:40

4. Obstetrics

3.0

60:40

5. Pediatrics

4.6

70:30

6. Pathologic Nursery

2.8

55:45

7. ER/ICU/RR

6.0

70:30

8. CCU

6.0

80:20

Percentage of Nursing Care Hours

The percentage of nursing care hours at each level of care also depends on the
setting in which the care is being given. For primary hospitals, about 70 percent of their
patients need minimal care, 25 percent need moderate care. Patients needing intensive care
are given emergency treatment and when their condition becomes stable or when
immediate treatment is necessary and the hospital has no facilities for this, the patient is
transferred to a secondary of tertiary hospital.
In a secondary hospital, 65 percent of the patients need minimal care, 30 percent
need moderate care, and only 5 percent need intensive care. In tertiary hospitals, about 30
percent of patients need minimal care; 45 percent need moderate care, 15 percent need
intensive care, while 10 percent will need highly specialized intensive care. In special
tertiary hospitals about 10 percent will need minimal care; 25 percent need moderate care;
45 percent need intensive care; while about 20 percent will need highly specialized
intensive care.

Percentage of patients at various levels of care per type of hospital

Percentage of Patients in Various Levels of Care

Minimal

Moderate

Intensive

Highly specialized

Care

Care

Care

Care

Primary Hospital

70

25

Secondary Hospital

65

30

Tertiary Hospital

30

45

15

10

Special Tertiary Hospital

10

25

45

20

Type of Hospital

Computing for the Number of Nursing Personnel Needed

When computing for the number of nursing personnel in the various nursing units
of the hospitals, one should ensure that there is sufficient staff to cover all shifts, off-duties,
holidays, leaves, absences, and time for staff development programs.
The Forty-Hour Week Law (Republic Act 5901), provides that employees working
in hospitals with 100-bed capacity and up will work only 40 hours a week. This also applies

to employees working in agencies with at least one million population. Employees working
in agencies with less than one hundred-bed capacity or in agencies located in communities
with less than one million population will work forty-eight hours a week and therefore will
get only one off-duty a week.
There are also benefits that have to be enjoyed by each personnel regardless of the
working hours per week. The latest is the granting of the three-day special privilege to
government employees by the Civil Service Commission as per Memorandum Circular No.
6, series of 1996, which may be spent for birthdays, weddings, anniversaries, funerals
(mourning), relocation, enrollment or graduation leave, hospitalization, and accident
leaves.

Total number of working and non-working days and hours of nursing personnel per
year.
Rights and Privileges Given Each Working Hours Per Week
Personnel
Per Year

40 Hours

48 Hours

1. 1. Vacation Leave

15

15

2. Sick Leave

15

15

3. Legal Holidays

10

10

4. Special Holidays

5. Special Privileges

6. Off-Duties as per R.A. 5901

104

52

7. Continuing Education Program

Total Non-Working Days Per Year

152

100

Total Working Days Per Year

213

265

Total Working Hours Per Year

1,704

2,120

Relievers Needed
To compute for relievers needed, the following should be considered:
1. Average number of leaves taken each year - - - - - - - -15
a. Vacation Leave - - - - - - - - - - - - - - - - - - - - - - - 10
b. Sick Leave - - - - - - - - - - - - - - - - - - - - - - - - - - - 5
2. Holidays - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 12
3. Special Privileges as per CSC MC#6 s.1996 - - - - - - - 3
4. Continuing Education Program for Professionals - - 3

Total Average Leaves

33

It will be noted that although an employee is entitled to 15 days sick leave and 15
days vacation leave, 12 holidays, 3 days for continuing education, plus 3 days of special
privileges or 48 days total, he or she gets only an average of 33 days leave per year.
To determine the relievers needed, divide 33 (the average number of working days
an employee is absent per year) by the number of working days per year that each employee
serves (whether 213 or 265). This will be 0.15 per person who works 40 hours per week
and 0.12 per person for those working 48 hours per week.
Multiply the computed reliever per person by the computed number of nursing
personnel. This will give the total number of relievers needed.

Distribution by Shifts
Studies have shown that the morning or day shift needs the most number of nursing
personnel at 45 to 51 percent; for the afternoon shift 34 to 37 percent; and for the night
shift 15 to 18 percent. In the Philippines the distribution usually followed is 45 percent for
the morning shift, 37 percent for the afternoon shift, and 18 shift for the night shifts.

Staffing Formula
To compute for the staff needed in the In-Patient units of the hospital the following
steps are considered:

1. Categorize the number of patients according to the levels of care needed. Multiply the
total number of patients by the percentage of patients at each level of care (whether
minimal, intermediate, intensive or highly specialized).
2. Find the total number of nursing care hours needed by the patients at each category
level.
a. Find the number of patients at each level by the average number of nursing care
hours needed per day.
b. Get the sum of the nursing care hours needed at the various levels.
3. Find the actual number of nursing care hours needed by the given number of patients.
Multiply the total nursing care hours needed per day by the total number of days in a
year.
4. Find the actual number of working hours rendered by each nursing personnel per year.
Multiply the number of hours on duty per day by the actual working days per year.
5. Find the total number of nursing personnel needed.
a. Divide the total number of nursing care needed per year by the actual number of
working hours rendered by an employee per year.
b. Find the number of relievers. Multiply the number of nursing personnel needed by
0.15 (for those working 40 hours per week) or by 0.12 (for those working 48 hours
per week).
c. Add the number of relievers to the number of nursing personnel needed.
6. Categorize the nursing personnel into professionals and non-professionals. Multiply
the number of nursing personnel according to the ratio of professionals to nonprofessionals.
7. Distribute by shifts.

To illustrate:
Find the number of nursing personnel needed for 500 patients in a tertiary hospital.
1.Categorize the patients according to level of care needed.
500 (pts) x .30 = 150

patients needing minimal care

500 (pts) x .45 = 225

patients needing moderate care

500 (pts) x .15 = 75

patients need intensive care

500 (pts) x .10 = 50 patients need highly specialized nursing care

500
2.Find the number of nursing care hours (NCH) needed by patients at each level of care
per day.
150 pts x 1.5 (NCH needed at Level I)

225 NCH/day

225.5 pts x 3 (NCH needed at Level II)

675 NCH/day

75 pts x 4.5 (NCH needed at Level III)

337.5 NCH/day

50 pts x 6 (NCH needed at Level IV)

300 NCH/day

Total

1537.5 NCH/day

3.Find the total NCH needed by 500 patients per year.

1537.5 x 365 (days/year) = 561,187.50 NCH/year
4. Find the actual working hours rendered by each nursing personnel per year.
8 (hrs/day) x 213 (working days/year) = 1,704 (working hours/year)
5.Find the total number of nursing personnel needed.
a. Total NCH per year = 561,187.50 = 329
Working hrs/year

1,704

b. Relief x Total Nursing Personnel = 329 x 0.15 = 49

c. Total Nursing Personnel needed

329 + 49 = 378

6. Categorize to professional and non-professional personnel. Ratio of professionals

to non-professionals in a tertiary hospital is 65:35.
378 x .65 = 246 professional nurses
378 x .35 = 132 nursing attendants
7. Distribute by shifts.
246 nurses x .45 = 111 nurses on AM shift
246 nurses x .37 =

91 nurses on PM shift

246 nurses x .18 = _ 44 _nurses on night shift

Total

246 nurses

132 Nursing attendants x .45 =

59 Nursing attendants on AM shift

132 Nursing attendants x .37 =

49 Nursing attendants on PM shift

132 Nursing attendants x .18 = _ 24 _Nursing attendants on night shift

Total

132 Nursing Attendants

It should be noted that the above personnel are only for the in-patients. Therefore,
additional personnel should be hired for those in supervisory and administrative positions
and for those in special units such as the Operating Room, the Delivery Room, the
Emergency Room, and Out-Patient Department.
A Head Nurse is provided for every nursing unit. Likewise, a Nursing Superior is
provided 1) to cover every shift in each clinical department or area specialty unit; 2) for
each geographical area in hospitals beyond one hundred (100) beds and; 3) for each
functional area such as Training, Research, Infection Control, and Locality Management.

Staffing Pattern Formula

Staffing Pattern Computation:

Formula: Census x 5 = # of nursing personnel

8 hours(hours per shift)
Note: 5 is constant
Sample:
Census= 169 patients
169 x 5 / 8 = 106 nursing personnel

Formula: Nursing personnel x 40 / 100 = # of nurses per shift

Note: 40 is constant
NURSES:
106 x 40 / 100 = 42
42 / 3 = 14 nurses/shift

Formula: Nursing personnel / 5 = ratio of nurse is to patient

106 / 5 = 21
Ratio: 1:21

Formula: Nursing personnel x 60 / 100 = # of nursing attendant per shift

Note: 60 is constant

NURSING ATTENDANTS:
106 x 60 / 100 = 64
64 / 3 = 7 nursing attendants/shift
Ratio:
106/7 = 15
Ratio : 1:15

Training and Development

Training is the learning process in which an employee acquires the knowledge,
skills and attitudes that leads to changes in behavior to meet some performance
objectives. Therefore, training is performance driven and used in work
environments. Ideally, training meets and organizations goals, at the same time
meeting the individuals goals.
Development is the continuous improvement of human potential. Employees with
experience need to develop themselves for a higher positions as their jobs enlarge
and enrich. Its focus is long-term, helping employees meet future work demands as
well as their own career aspirations.
Education is learning that contributes to total life growth. It lays the foundation
to make better career choices

There is an extraordinary quality of spirit that prompts one to aspire to lead. These nine
principles will help you tap into that spirit and improve your effectiveness as a leader.

Principle #1: Commit to excellence

As a leader you must be committed to your passion and purpose, and have the type of
commitment that turns into perseverance. Many nursing leaders are committed patient
advocates, clinicians, or employee advocates but the true test of commitment comes when
its difficult to get out of bed and go to work with a smile, yet you do because you know
you are there to serve a purpose.

To get through these challenging times and make a difference, establish three priorities
every 90 days and commit to seeing them through. Obtain your staffs insights on the
priorities so the team will stay focused and have a stake into the strategic plan.
Commitment to excellence starts with the leader, so know in your heart that where you
are is where you were placed to serve and share your skills and talents. If you question or
have doubts about where you are, you may want to reevaluate your next move because
eventually it will show through in your performance. This will allow you to fulfill your
purpose, thereby increasing satisfaction for you.

Principle #2: Measure the important things

Service. Patient satisfaction parallels staff satisfaction, so measuring employee
satisfaction benefits the unit, department, and team. Develop realistic action plans to
build employee satisfaction, involve all staff levels, and reassess every year. Become
familiar and well versed with your patient satisfaction measurement tool. Share and
explain data to your employees often.
Quality. Become familiar with and incorporate core measures into daily practice and
communication. Make them breathe in your department. Convey to your team, staff, and
other employees that patient safety and maintaining quality standards are a way of life.
Develop unit- and department-specific performance improvement processes that the staff
can articulate and implement in daily practices.
People. Be the resident role model; who you are is whom you will attract. Take notice of
the employees who require a lot of cheerleading and motivating to do their jobs. They
have a tendency to become negative when they dont receive feedback on a consistent
basis and can infect the entire staff.
Growth. Develop unit-based and departmental volume projections and business plans. If
you have a unit where you are not meeting your department average daily census or
productivity, look for and measure potential growth opportunities. For example, if your
unit is a 30-bed monitored surgical unit, develop a plan to add another service line similar
to your existing clinical services. You may want to think about combining cardiac
transplantation services with nephrology services and open beds for patients who receive
kidney transplants.

Finance. Too often clinicians focus on improving people, quality, and service and leave
finance far behind. However, your follow-through of your business plan for your unit or
department will likely realize a financial savings, which can be reinvested into your
clinical services. Build your unit-based financial plan for the year, based on your annual
budget that includes salary, expenses, supplies, and capital requests.
Use your biweekly and monthly financial reports to keep on target. When you are off
target, develop a variance report with a specific and detailed action plan to get back on
line for the next month. Share the report with your staff in monthly staff meetings, post it
on a bulletin board for staff to see, and develop a staff financial newsletter to help staff
understand how they play an important part in financial management on a unit level.
If you have a problem with meeting the standard for admissions, transfers, and discharges
on your unit or in your department, create a bulletin board and display the number of
delayed admissions, transfers, and discharges and how much it costs the organization to
hold patients in the emergency department, intensive care unit, and other areas.

Principle #3: Build a culture around service

Teach your staff to appreciate patients and families as their customers. Encourage them to
use scripts and prompts when answering the telephones and consistently greet patients
when entering and leaving their rooms. You may or may not have a new state-of-the-art
facility and the latest technology, but if employees treat patients and their families with
personalized care and compassion, they will always come back. Expect your employees
to behave as if they worked in a five-star resort. Role model how to be a servant-leader.
As the leader it is imperative to be humble, open, and available to learn every day.
Remember, if you lead, they will follow.

Principle #4: Create and develop leaders

An old adage is, If your unit or department can run without you, you have done your
job. This is true, so develop your succession plan early. You cant do it all alone.
Identify your informal and formal leaders and invest in them. Take them to meetings with
you; have them provide presentations to the staff and senior-level leaders. Find

opportunities to highlight their strengths and minimize their weaknesses. Train them to be
the next leaders.

Principle #5: Focus on employee satisfaction

Make your work environment a great place to work. Celebrate what each individual
employee can bring to the team. Make rounds daily to connect with your employees on
the unit or in your department. Focus on establishing a relationship with each staff
member by knowing their names and their childrens names. Send staff thank you cards
and birthday cards, and recognize key events in their lives. Communicate with your
employees frequently on all levels: An informed employee is a satisfied employee. Have
daily team meetings or huddles to review pertinent information, new changes,
celebrations, or other factors.

Principle #6: Build individual accountability

Its imperative to hold all employees accountable for the part they play in the overall
goal. Develop a scorecard for each employee and meet with them every 3 months to
measure their progress, accomplishments, and opportunities for growth. The SWOT
approachstrengths, weaknesses, opportunities, and threatstends to work well.
Provide employees with a copy of the SWOT document you complete when conducting
their 3-month 1:1 meeting; be sure to write specific goals and dates for when they must
be accomplished. This is an easy way to keep accurate records on each employees
performance, which can be used when completing their annual performance evaluation.

Principle #7: Align behaviors with goals and values

Set behavioral standards for all employees that are aligned with the organizations values,
mission, and standards. Celebrate the initiative of using the standards and have everyone
sign a commitment. As a leader, role model the standards and use them in everyday
conversation with your staff. Refer to standards when youre developing or counseling
staff.

Principle #8: Communicate on all levels

To serve our patient population as an interdisciplinary team, we need to communicate as
an interdisciplinary team. Incorporate support services, physician staff, and senior
leadership into daily rounding on all units. Each week, have a member of a different
department or service round with you and your staff on the unit or in your department;
this will assist in fostering trust and opening the lines of communication. Invite senior
leaders to your staff meetings so your staff can see the collaborative relationship that
exists among senior leaders and frontline leaders.
If you are battling high turnover and vacancy rates, invite your recruitment and retention
department to your unit or department to explain retention and recruitment efforts; this
may stimulate your staff to refer a friend.

Principle #9: Recognize and reward success

Too often we save recognition until Nurses Week, which may be too late to retain staff.
Ongoing rewards and recognition go a long way to motivating staff and enhancing
innovation and creativity. Offering words of praise and encouragement and taking the
time to meet with your staff 1:1 say you are interested in them. Set goals and objectives
for your staff and as they meet them reward them with a paid day off for relaxation, an
all-expense-paid conference, a thank you note, or a small token of appreciation.
Success will follow
As a nurse leader you will face many trials while youre blazing the trail of success. But
if you make up your mind and manifest in your heart that you will stay committed and
focused and build a team that will assist in meeting the goals and objectives in serving the
community, you will be successful.
Dont follow the path that lies ahead; instead, blaze a new trail!

References:

http://thenursingprofession.blogspot.com/2013/02/staffing-pattern-formula.html
https://www.scribd.com/doc/25102504/Staffing-in-Nursing-Management
http://www.americannursetoday.com/nine-principles-of-successful-nursing-leadership/
Andrews,Sudhir, Human Resource Management (2010)