good practice guide to performance management for · pdf fileit does not address ongoing human...

Good Practice Guide to Performance Management for Nurses and Midwives in Victorian Public Health Services

April 2013

Andrea Shaw

Shaw Idea Pty Ltd

And

Associate Professor Verna Blewett

New Horizon Consulting Pty Ltd

Good Practice Guide to Performance Management for Nurses and Midwives April 2013 Page ii

Contents

Introduction ......................................................................................................................... 1 Purpose ............................................................................................................................. 1 Principal Audience ............................................................................................................. 1 Context .............................................................................................................................. 1 Overview ........................................................................................................................... 2

Background ......................................................................................................................... 3 Dignity and respect at work ............................................................................................... 3 Nursing and midwifery work in the health industry ............................................................. 3 Managing poor performance of nurses and midwives ........................................................ 3

Definitions ............................................................................................................................ 4 What is performance management? .................................................................................. 4 What is bullying? ............................................................................................................... 4 The differences between performance management and bullying ..................................... 4

Principles that underpin an effective approach ................................................................ 6 Regular and timely ............................................................................................................. 6 Improvement orientation .................................................................................................... 6 Confidential ....................................................................................................................... 6 Reasonable ....................................................................................................................... 6 Fair .................................................................................................................................... 6 Unbiased ........................................................................................................................... 6 Open and transparent ........................................................................................................ 6 Courteous .......................................................................................................................... 6 Equitable ........................................................................................................................... 7 Leadership......................................................................................................................... 7 Natural justice .................................................................................................................... 7 The Code of Conduct for Victorian Public Sector Employees............................................. 7

Practices that support effective performance management ............................................ 9 Skill development .............................................................................................................. 9 Clear system and standards .............................................................................................. 9 Supportive policies, procedures and systems .................................................................... 9 Communication.................................................................................................................. 9 Dealing with the influences on workplace performance.................................................... 10 Access to support ............................................................................................................ 10 Evaluation and monitoring ............................................................................................... 10

Process for effective performance management ............................................................ 11 Initiating disciplinary processes ....................................................................................... 11

Capabilities ........................................................................................................................ 12 Newly Registered Nurses and Midwives .......................................................................... 12 Experienced Registered Nurses and Midwives ................................................................ 13 Associate Unit Managers ................................................................................................. 13 Unit Managers ................................................................................................................. 14 Directors of Nursing/Midwifery ......................................................................................... 14

References ......................................................................................................................... 16

Attachment 1 - Do we apply the principles for effective performance management? .. 17

Attachment 2 - Do we use the practices for effective performance management? ...... 18

Attachment 3 – Professional development needs assessment ..................................... 19

Good Practice Guide to Performance Management for Nurses and Midwives April 2013 Page 1

Introduction

This guide provides a framework for best practice performance

management for nurses and midwives in the Victorian health system.

Using the guide will lead to more effective performance management in

the Victorian health system and contribute to a systematic approach to

preventing bullying. It complements existing guidance to public health

services in Victoria on performance management, particularly the State

Services Authority‟s Talking Performance material.

This guide answers the following questions:

What is the role of performance management in preventing

bullying at work?

How can I deal with poor workplace performance in an

appropriate manner?

How should I respond to negative behaviour in the workplace?

What should nurses and midwives with different roles do to

respond to poor performance and negative behaviour in the

workplace?

The primary audience for this guide is public health services in

Victoria, including key managers and other stakeholders involved in

performance management of nurses and midwives.

This guide was commissioned as part of the Department of Health‟s

approach to preventing violence and harassment of nurses and

midwives across Victoria. The guide:

establishes a framework for dealing promptly with negative

behaviour at work, before it becomes entrenched or persistent;

and

ensures that performance management contributes to a workplace

culture that treats nurses and midwives with dignity and respect.

The guide is not a substitute for public health services‟ own

performance management systems and processes. These should be

prepared by services to meet their own specific needs. Rather, this

guide sets out the policy framework within which performance

management should be undertaken in the health system when the

performance of an individual nurse or midwife has not met expected

standards. It does not address ongoing human resource management

processes for performance appraisal, review and development, although

the same principles are relevant.

Purpose

Principal Audience

Context


The guide consists of the following sections:

Background – describing the links between performance

management and bullying

Definitions – setting out the meanings of the key terms used

Principles – establishing the principles that underpin an effective

approach

Practices – setting out the practices that an effective performance

management approach must incorporate

Process – outlining the key steps of an effective performance

management process

Capabilities – specifying the competencies that nurses and

midwives in different roles need to have in order to achieve

effective performance management.

There are three attachments at the end of the guide. They provide

practical tools to help you assess what your health service needs to do

to meet the requirements of this guide:

1. Do we apply the principles for effective performance management?

2. Do we use the practices for effective performance management?

3. Professional development needs assessment.

Overview

Attachments


Background

Effective human resources structures, processes and skills are essential

to creating an organisational culture that treats people with dignity and

respect. Clear job requirements, systematic performance management

processes and organisational norms that do not permit rude and

aggressive behaviour from staff and clients are critical to preventing

bullying. There is reliable evidence that “anything goes” management

styles that fail to fulfil such basic management functions are both a

direct and indirect cause of bullying (see Skogstad, Einarsen et al

2007). Equally, lack of processes and clarity about performance

management can also lead to acceptable performance management

actions being misinterpreted and responded to as if they were bullying.

There are specific features of nursing and midwifery work in the health

industry that create unique issues that must be addressed to prevent

bullying. As well as the standard risk factors that may exist in any

industry, issues more prominent in the health industry include:

The emotional content of the work and the heightened emotions

of patients and their families;

Acceptance of aggression and negative behaviour as „just part of

the job‟;

A model of health dominated by medical approaches that can

devalue other skills, such as those of nurses and midwives;

Allegiance to professional norms requiring consistently high

standards of performance; and

Features of work organisation such as high demand and low

control that, amongst other things, make it hard to achieve

personal aspirations for performance and to withdraw from

difficult situations.

In this context, taking steps to manage poor workplace performance of

nurses and midwives can be challenging. Rather than performance

management being seen as a method for improving performance

standards, in such an environment performance management can be

taken as a criticism of the performance of individuals. When both the

process of performance management and the skills of those managing

the process are inadequate, this outcome becomes more likely. When a

health service does not use a sound and consistent approach to

performance management, actions to address poor performance may be

conducted in a manner that constitutes bullying. The consequences can

include workers compensation claims and industrial relations disputes.

Dignity and respect at work

Nursing and midwifery work in the health industry

Managing poor performance of nurses and midwives


Definitions

Performance management is the process of assessing and addressing the

difference between required performance and actual performance in the

workplace. The gap can be positive when actual workplace performance

exceeds required standards. In this case performance management aims

to recognise and support outstanding performance. This guide addresses

how to deal with a negative gap, when actual performance does not

meet the required standards of workplace performance.

Effective performance management is a continual process of

monitoring, observing and communicating with nurses and midwives to

give them constructive feedback about their workplace performance.

When there is a negative gap, effective performance management puts

in place agreed strategies to bridge the gap.

WorkSafe Victoria defines workplace bullying as:

persistent and repeated negative behaviour directed at an

employee that creates a risk to health and safety (WorkSafe

Victoria, 2012).

Negative behaviour includes actions such as: yelling, ostracising,

belittling, blaming, invading personal space, verbal abuse, excluding or

isolating someone, or assigning meaningless tasks unrelated to the job.

In other words, negative behaviour is behaviour that a reasonable

person would anticipate would victimise, humiliate, undermine or

threaten the other person.

Bullying occurs when negative behaviour is persistent and repeated, not

a one-off incident, although such incidents must be addressed.

While performance management processes can be challenging for

nurses and midwives, as WorkSafe Victoria states:

At times people may feel that their working life is unpleasant and

that they are being inappropriately treated, but feeling upset or

undervalued at work does not mean an individual is being bullied at

work (WorkSafe Victoria 2012, p. 1).

Giving feedback and managing performance is not bullying if it is

consistent with the principles and practices specified in this guide. On

the contrary, using a sound performance management process that treats

nurses and midwives with respect and courtesy consistent with this

guide can model respectful behaviour and decrease the incidence of

negative behaviour at work. It can also help to improve professionalism

and good clinical practice.

Performance management is also an important strategy for preventing

bullying. Health services have an obligation to respond promptly to deal

What is performance management?

What is bullying?

The differences between performance management and bullying


with episodes of negative behaviour in order to prevent repetition and

the possibility that bullying might occur. This will often involve

performance management actions.


Principles that underpin an effective approach

The following principles create a respectful organisational culture and

support an effective approach to performance management:

Performance management must be a regular aspect of people

management in health services and actions should be timely in relation

to performance issues. In particular, performance management

processes must be able to respond immediately to negative workplace

behaviour: behaviour ignored is behaviour condoned.

Effective performance management aims to improve performance, not

to catch someone out. Where there is a negative gap between expected

and actual performance, the performance management processes must

result in a fair and just approach to raising, discussing and bridging the

gap.

Nurses and midwives must be confident that the issues and processes

involved will remain confidential and not discussed or known in

unrelated contexts.

The State Services Authority (SSA) defines reasonable as: “exercising

sound judgment and taking a sensible approach” (SSA, 2006). A

reasonable performance management system uses sound evidence. By

ensuring that your performance management system is based on the

practices described in the next section and that all nurses and midwives

have the capabilities set out in this guide, you can be confident that

performance management is reasonable.

The SSA defines fair as “being just and working within commonly

accepted rules” (SSA, 2006). This guide sets out the rules that the

Department of Health accepts as appropriate for performance

management of nurses and midwives.

An effective approach to performance management will identify and

address any possible sources of bias or unreasonable assumptions. Any

real or perceived conflicts of interest must be avoided.

The standards of workplace performance and behaviour must be clearly

expressed so that everyone can identify when performance or behaviour

does not meet expectations. The processes that will be used to address

poor performance or behaviour must also be clearly stated and known.

There should be no surprises in how the system operates.

Performance management discussions and processes must treat all those

involved with dignity and respect.

Regular and timely

Improvement orientation

Confidential

Reasonable

Fair

Unbiased

Open and transparent

Courteous


Standards of behaviour must apply to everyone – there should be no

double standards because of seniority, expertise or personal

relationships. At the same time, the different needs of different

individuals must be allowed for, e.g. language or family

responsibilities. Performance management should not be a “one size fits

all” approach.

Effective performance management requires leadership from across the

health service, especially by executives. Executives should lead by

example, demonstrating respectful and courteous behavior. They should

work to create a positive workplace culture with clear performance

standards and a constructive process for performance management

based on this guide.

Natural justice means that the identified performance gaps and the

performance management process will be clearly explained to the nurse

or midwife concerned. The nurse or midwife will have a genuine

opportunity to respond to these gaps. They have the right to be

accompanied by a support person or a representative at formal

performance meetings. The nurse or midwife will be made aware of

how the performance management process will proceed and the

consequences if the required standards of work performance or

behaviour are not achieved and maintained. They will receive timely

notice of any meetings or formal activities and their purpose.

These principles ensure that performance management processes are

consistent with the Code of Conduct for Victorian Public Sector

Employees. The following table sets out the link between the values

required under the code and the principles that underpin an effective

approach to performance management.

Code of Conduct value Principles for effective performance management

Responsiveness Regular and timely

Improvement orientation

Integrity Confidential

Reasonable

Impartiality Fair

Unbiased

Accountability Open and transparent

Respect Courteous

Equitable

Leadership Leadership

Human Rights Natural justice

Equitable

Leadership

Natural justice

The Code of Conduct for Victorian Public Sector Employees


Use the Checklist in Attachment 1 to help you assess what your health

service needs to do to apply the principles for effective performance

management and meet the requirements of this guide.


Practices that support effective performance management

An effective performance management system for nurses and midwives

must incorporate the following practices, which will help apply the

principles described above:

Implementing effective performance management requires that

individuals have the skills needed to implement the process and to

apply them in a variety of settings. This is particularly important for

managers, who will need to be able to conduct the performance

management process with integrity and discretion. The final section of

this guide details the capabilities that are required.

The system for performance management should be clear, including:

Clearly expressed standards of behaviour for nurses and midwives

at different levels of the organisation. Use the National

Competency Standards for Nurses and Midwives and the

capabilities set out in this guide as the basis for these

The steps that will be taken to ensure all nurses and midwives

receive timely and constructive performance feedback, identifying

any causes of concern

How decision-making will occur, ensuring that sound evidence is

used and that nurses and midwives are informed promptly.

The triggers that will initiate formal disciplinary processes, which

must be undertaken consistently with the principles and practices

specified in this guide

How nurses and midwives are able to comment on the operation

of performance management processes

Record-keeping procedures and standards.

As well as policies and procedures that set out specific requirements for

performance management, other workplace policies and procedures are

critical to an effective performance management system, e.g. training,

recruitment processes, job descriptions, rostering and equipment. For

example, an unclear job description will lead to poor compliance with

relevant procedures.

Everyone in the workplace should have access to information about

performance management which ensures that they are aware of the

required standards of performance and behavior. They must have the

information they need to respond appropriately when these standards

are not met. A variety of communication methods should be adopted in

languages that are used in the workplace.

Skill development

Clear system and standards

Supportive policies, procedures and systems

Effective communication


There are many influences on workplace performance – the behaviour

of individual nurses and midwives is the result of a range of workplace

procedures and practices. An effective performance management

system deals with the range of determinants of performance, including:

Conditions of employment, such as wages, access to leave, non-

wage benefits, rostering;

Resources in the workplace, such as equipment and procedures;

Clarity about the requirements of the role;

Expectations of behaviour, both formal and informal;

Ability to do the job and access to professional development

opportunities;

Recognition and feedback about performance.

An effective performance management approach examines all of the

factors that impact on performance at work. It starts with the

assumption that employees are trying to do their best at work. It does

not start with the assumption or jump to the conclusion that an

individual nurse or midwife is deliberately underperforming or

behaving in a negative way.

Dealing with workplace performance and behaviour issues can be

challenging, both for those conducting and those subject to the

processes. An effective performance management system provides

support to all involved. Those conducting the process should have

access to skill development and advice to enable them to perform at a

high level. Nurses and midwives whose performance is being managed

should have access to personal support, e.g. through professional

development or an employee assistance program. Nurses and midwives

also have the right to be accompanied by a support person or a

representative at formal performance meetings.

A systematic approach to performance management entails evaluation

and monitoring. Performance management is a process of evaluation

and monitoring of workplace performance. The performance

management system itself should also be monitored and evaluated.

Monitoring ensures that the integrity of the approach can be maintained

and any concerns addressed promptly. Evaluation provides the

information that allows the effectiveness of the approach to

performance management to be assessed and strengthened. Process and

impact evaluation should be undertaken, assessing both what has been

done and what has been achieved as a result of the performance

management system.

Use the Checklist in Attachment 2 to help you assess what your health

service needs to do to use the practices for effective performance

management and meet the requirements of this guide.

Dealing with the influences on workplace performance

Access to support

Evaluation and monitoring


Process for effective performance management

Health services should develop their own performance management

processes to meet their specific needs, incorporating the following basic

steps:

Talking Performance provides more detailed advice and tools for each

stage of this process.

A formal disciplinary process should only be initiated when:

Agreed standards are not being met after the agreed period;

Agreed actions are not being completed; or

Misconduct or criminal behaviour has or is alleged to have

occurred.

Formal disciplinary processes must operate in accordance with the

principles and practices specified in this guide.

Initiating disciplinary processes


Capabilities

All nurses and midwives must be able to contribute to and participate in

performance management processes in their health services. To do this,

they require certain capabilities, consistent with their workplace roles

and responsibilities. These will vary according to their different roles

and jobs, e.g. what is expected of a newly registered nurse or midwife

will be quite different to the expectations of a Director of Nursing

(DoN). For all nurses and midwives, though, the capabilities needed for

effective performance management are consistent with the National

Competency Standards for Nurses and Midwives (Australian Nursing

and Midwifery Council, 2006).

The National Competency Standards set out the standards of

performance required to register as a nurse or midwife in Australia.

These Standards specify the competencies for effective performance as

a nurse or midwife. These competencies also reflect the necessary

capabilities for effective performance management.

This section sets out in more detail what the National Competency

Standards mean in the context of performance management.

Attachment 3 provides a tool for assessing the professional

development needs of nurses and midwives so that they can effectively

use these capabilities.

Newly registered nurses and midwives must be able to:

Report unsafe or unprofessional practice or negative workplace

behaviour when they observe it.

Intervene directly when they observe unsafe or unprofessional

practice and negative workplace behavior, if they feel confident to

do so.

Take appropriate action if they are the target of negative

workplace behaviour.

Accept responsibility for their own practice, ensuring they

personally maintain codes of conduct and ethics, and actively

participate in performance improvement and management

activities.

Identify barriers that impede their workplace performance and

report these to their immediate superior.

Treat colleagues fairly and with respect, behaving in a reasonable

and fair manner, establishing and maintaining effective,

collaborative working relationships with other members of the

health care team.

Newly Registered Nurses and Midwives


Experienced nurses and midwives can be ward staff, or clinical support

staff, such as nursing educators, or quality and safety coordinators.

In addition to the capabilities of newly registered nurses and midwives,

experienced nurses and midwives must also be able to:

Use professional standards to promote best practice within the

health care team and act as a role model for other nurses,

midwives and members of the health care team.

Act to eliminate negative behaviour in the work place.

Support other nurses, midwives or health care providers who

report unsafe or unprofessional practice and negative workplace

behaviour.

Identify and address barriers that impede their own or their

immediate colleagues‟ workplace performance, directly (within

their capacity) and by reporting to relevant managers.

Provide on the job training or mentoring to meet any skills gaps

causing unsafe or unprofessional practice.

Provide constructive feedback to nurses and midwives in their

work group about their clinical practice.

In addition to the capabilities of experienced registered nurses and

midwives, associate nursing/midwifery unit managers must also be able

to:

Provide leadership in the practice environment by maintaining

and modeling professional behaviour and fair treatment.

Establish and maintain constructive working relationships with

the members of their nursing/midwifery unit, supporting and

encouraging nurses and midwives in their work group to

continuously improve their clinical practice.

Implement the health service‟s performance management system,

according to their role and responsibilities.

Monitor workplace behaviour and provide useful and timely

performance feedback to nurses and midwives.

Contribute effectively as part of the management/leadership team

for the unit, communicating regularly with the NUM and other

ANUMs.

Respond immediately to negative workplace behaviour.

Investigate and address the causes of unsafe or unprofessional

practice and negative workplace behaviour, in accordance with

the performance management system.

Identify and address the workplace constraints on good

performance by nurses and midwives, e.g. arrange training, access

improved equipment, strengthen recognition mechanisms.

Experienced Registered Nurses and Midwives

Associate Unit Managers


Contribute to implementing and monitoring appropriate

performance management plans with under-performing nurses or

midwives.

In addition to the capabilities of associate nursing/midwifery unit

managers, nursing/midwifery unit managers must also be able to:

Promote team structure by actively participating and encouraging

team members, establishing an atmosphere free from negative

workplace behaviour

Collect and assess performance evidence, demonstrating sound

judgment and exercising appropriate levels of discretion

Test the validity of any assumptions they make about the

performance of nurses and midwives

Address poor workplace behaviour on the part of nurses and

midwives through appropriate processes, such as discussion,

establishing performance improvement plans, disciplinary

procedures

Respond appropriately, immediately and effectively to

circumstances that could result or have resulted in incidents of

workplace bullying or harassment

Develop, implement and monitor appropriate performance

improvement plans with under-performing nurses or midwives.

In addition to the capabilities of nursing/midwifery unit managers,

directors of nursing must also be able to:

Provide leadership and create a positive workplace culture in the

practice environment by maintaining and modeling professional

behaviour and fair treatment

Establish clear standards for acceptable behaviour and inform

staff about how they are expected to behave

Implement the health service‟s performance management system

Ensure that all nurses and midwives understand the expected

standards of behaviour

Develop, implement and monitor a professional development

program for nurses and midwives to enable effective performance

and to support achievement of relevant performance standards

Establish effective systems to ensure that poor workplace

performance and negative workplace behaviour are addressed

promptly and effectively, with the assistance of additional support

if required

Take action to prevent nurses and midwives from being

victimised for raising issues about workplace performance

Monitor and evaluate the implementation of actions to maintain

positive workplace relationships

Unit Managers

Directors of Nursing/ Midwifery


Review and monitor the operation of the performance

management system to identify any patterns or trends


References

Australian Nursing and Midwifery Council (2006), National

Competency Standards for the Midwife, Melbourne: Nursing and

Midwifery Board of Australia (available on-line at

http://www.nursingmidwiferyboard.gov.au/Codes-Guidelines-

Statements/Codes-Guidelines.aspx#competencystandards)

Australian Nursing and Midwifery Council (2006), National

Competency Standards for the Registered Nurse, Melbourne: Nursing

and Midwifery Board of Australia (available on-line at

http://www.nursingmidwiferyboard.gov.au/Codes-Guidelines-

Statements/Codes-Guidelines.aspx#competencystandards)

Skogstad, Anders, Einarsen, Ståle, Torsheim, Torbjørn, Schanke

Aasland, Merethe and Hetland, Hilde (2007), “The Destructiveness of

Laissez-Faire Leadership Behavior”, Journal of Occupational Health

Psychology, Vol. 12, No. 1, 80–92

State Services Authority (2006), Guidelines: Fair and Reasonable

Treatment, Melbourne: State Government of Victoria.

State Services Authority (2012), Talking Performance (Second edition),

Melbourne: State Government of Victoria. (also available on-line at

http://www.ssa.vic.gov.au/products/leadership-a-management-html-

only/talking-performance.html)

WorkSafe Victoria (2012), Your guide to Workplace bullying –

prevention and response, Melbourne: Victorian WorkCover Authority.

http://www.nursingmidwiferyboard.gov.au/Codes-Guidelines-Statements/Codes-Guidelines.aspx#competencystandards

http://www.nursingmidwiferyboard.gov.au/Codes-Guidelines-Statements/Codes-Guidelines.aspx#competencystandards


Attachment 1 - Do we apply the principles for effective performance management?

Use this Checklist to help you assess what your health service needs to do to apply the

principles for effective performance management and meet the requirements of this guide.

Is performance management:

Principle Yes/No Action needed Completed

Regular and timely?

Oriented towards

performance

improvement?

Confidential?

Reasonable, i.e. sound evidence, sound

judgement, sensible

approach?

Fair, i.e. just and within accepted rules?

Unbiased?

Open and transparent?

Courteous?

Equitable?

Built on leadership?

Based on natural justice?


Attachment 2 - Do we use the practices for effective performance management?

Use this Checklist to help you assess what your health service needs to do to use the practices

for effective performance management and meet the requirements of this guide.

Does our performance management system incorporate:

Practice Yes/No Action needed Completed

Skill development?

A clear system and

standards?

Supportive policies,

procedures and

systems?

Effective communication?

Steps to identify and deal with the range of

influences on

workplace

performance?

Access to support?

Monitoring and

evaluation of the

system?


Attachment 3 – Professional development needs assessment

Use this tool to assess the professional development needs so that nurses and midwives can

apply the capabilities for effective performance management. If any nurses or midwives find

that they are not confident using any of the capabilities, they should contact their

nursing/midwifery unit manager or nursing educator to help them establish a professional

development strategy to develop the required capability.

Newly registered nurses and midwives

I’m not confident doing this

I can do this

already

I can help others

learn this

Report unsafe or unprofessional practice or negative workplace behaviour when you observe it.

Intervene directly and appropriately when you observe unsafe or unprofessional practice and negative workplace behaviour.

Take appropriate action if you are the target of negative workplace behaviour.

Accept responsibility for your own practice, ensuring you personally maintain codes of conduct and ethics, and actively participate in performance improvement and management activities.

Identify barriers that impede your workplace performance and report these to your immediate superior.

Treat colleagues fairly and with respect, behaving in a reasonable and fair manner, establishing and maintaining effective,


health care team.


Experienced nurses and midwives


I can do this

already

I can help others

learn this

Report unsafe or unprofessional practice or negative workplace behaviour when you observe it.

Take appropriate action if you are the target of negative workplace

behaviour.

Accept responsibility for your own practice, ensuring you personally maintain codes of conduct and ethics, and actively

participate in performance improvement and management activities.

Treat colleagues fairly and with respect, behaving in a reasonable and fair manner, establishing and maintaining effective,


health care team.

Use professional standards to promote best practice within the health care team and act as a role model for other nurses, midwives

and members of the health care team.

Act to eliminate negative behaviour in the work place.

Support other nurses, midwives or health care providers who report unsafe or unprofessional practice and negative workplace

behaviour.

Identify and address barriers that impede your own or your immediate colleagues‟ workplace performance, directly (within

your capacity) and by reporting to relevant managers.

Provide on the job training or mentoring to meet any skills gaps causing unsafe or unprofessional practice.

Provide constructive feedback to nurses and midwives in your work group about their clinical practice.


Associate Nursing/Midwifery Unit Managers


I can do this

already

I can help others

learn this

Provide leadership in the practice environment by maintaining and modelling professional behaviour and fair treatment.

Establish and maintain constructive working relationships with the

members of your Nursing/Midwifery Unit, supporting and encouraging nurses and midwives in your work group to


Respond immediately and appropriately to negative workplace

behaviour.


behaviour.

Investigate and address the causes of unsafe or unprofessional practice and negative workplace behaviour, in accordance with the

Performance Management System.

Identify and address the workplace constraints on good performance by nurses and midwives, e.g. arrange training, obtain

access to improved equipment, strengthen recognition mechanisms.

Provide on the job training or mentoring to meet any skills gaps

causing unsafe or unprofessional practice.

Monitor workplace behaviour and provide useful and timely performance feedback to nurses and midwives.

Implement the Health Service‟s performance management system,

according to your role and responsibilities.

Contribute to implementing and monitoring appropriate performance management plans with under-performing nurses or

midwives.

Contribute effectively as part of the management/leadership team for the Unit, communicating regularly with the NUM and other

ANUMs.


Nursing/Midwifery Unit Managers


I can do this

already

I can help others

learn this

Provide leadership in the practice environment by maintaining and modelling professional behaviour and fair treatment.

Establish and maintain constructive working relationships with the

members of your Nursing/Midwifery Unit, supporting and encouraging nurses and midwives in your work group to


Promote team structure by actively participating and encouraging

team members, establishing an atmosphere free from negative workplace behaviour.

Respond appropriately, immediately and effectively to circumstances that could result or have resulted in incidents of workplace bullying or harassment.


behaviour.

Address poor workplace behaviour on the part of nurses and midwives through appropriate processes, such as discussion,

establishing Performance Improvement Plans, disciplinary

procedures.



Identify and address the workplace constraints on good performance by nurses and midwives, e.g. arrange training, obtain

access to improved equipment, strengthen recognition mechanisms.

Provide on the job training or mentoring to meet any skills gaps causing unsafe or unprofessional practice.

Monitor workplace behaviour and provide useful and timely performance feedback to nurses and midwives.

Collect and assess performance evidence, demonstrating sound judgment and exercising appropriate levels of discretion.

Test the validity of any assumptions you make about the performance of nurses and midwives.

Implement the Health Service‟s performance management system, according to your role and responsibilities.

Develop, implement and monitor appropriate Performance Improvement Plans with under-performing nurses or midwives.

Contribute effectively as the leader of the management/leadership team for the Unit, communicating regularly with the ANUMs.


Directors of Nursing/Midwifery


I can do this

already

I can help others

learn this

Provide leadership and create a positive workplace culture in the practice environment by maintaining and modelling professional

behaviour and fair treatment.

Establish clear standards for acceptable behaviour and inform staff about how they are expected to behave.

Ensure that all nurses and midwives understand the expected standards of behaviour.

Establish and maintain constructive working relationships, supporting and encouraging nurses and midwives to continuously

improve their clinical practice.

Respond appropriately, immediately and effectively to

circumstances that could result or have resulted in incidents of workplace bullying or harassment.

Take action to prevent nurses, midwives and other health care professionals from being victimised for raising issues about workplace performance.

Establish effective systems to ensure that poor workplace performance and negative workplace behaviour are addressed

promptly and effectively, with the assistance of additional support if required.



Develop, implement and monitor a professional development program for nurses and midwives to enable effective performance

and to support achievement of relevant Performance Standards.

Collect and assess performance evidence, demonstrating sound judgment and exercising appropriate levels of discretion.

Test the validity of any assumptions you make about the

performance of nurses and midwives.

Implement the Health Service‟s performance management system.

Monitor and evaluate the implementation of actions to maintain positive workplace relationships.

Review and monitor the operation of the performance management system to identify any patterns or trends.

good practice guide to performance management for · pdf fileit does not address ongoing human...

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