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Differentiating between a consultant nurse and a clinical nurse specialist.

With the introduction of nurse consultants, and regulation of the use of the designation 'specialist nurse', experienced practitioners such as clinical nurse specialists have seen their position eroded. Nurse consultants are a new NHS-employment category, and are expected to be at the top rank of the profession both in status and in salary. However, this article argues that nurses at various levels have the same core functions, and that these do not differ for nurse consultants. Distinguishing between practitioners that might have the same job description could be better done by measuring outcomes. More care needs to be taken over the use of words such as 'expert', which is used differently in different contexts, and it is suggested that competencies be developed by which to measure the effects of expertise. Although nurse consultant appointments are often driven by various political directives and they are employed to meet local and national priorities, difficult issues need to be faced. First, if nurse consultant jobs are the top of the clinical career ladder, will clinical nurse specialists (CNSs) need to accept a lower rung on it? Further, perhaps the title CNS should become obsolete or be regulated? Can CNSs claim parity of pay using the 'Agenda for Change' framework?

Attitude of Health Personnel↗

The use of the Roy Adaptation Model in nursing administration.

In recent years, considerable attention has been paid to the use of a nursing conceptual model for nursing practice. Although many of the theorists and early writers on the subject suggested that a nursing conceptual model could be used to guide nursing administration, there has been little attention given to this in the literature. This article describes the process that one hospital engaged in as they implemented the Roy Adaptation Model for nursing administration. The article discusses the use of the Roy Model in creating a nursing philosophy, mission statements, standards of practice, job descriptions, performance planning and appraisal system and a quality monitoring system. The authors conclude that the use of the Roy Model has contributed to the development of a highly integrated system of nursing administration and practice.

Adaptation, Psychological↗

The chief financial officer's qualifications for the chief executive officer's job.

The changing character of the role of the CFO raises the question of whether the terminal role for someone starting in the financial track is the CFO position or whether the training received in financial management prepares an individual to accept the responsibility of the CEO position. An examination of the responsibilities of both roles comparing their similarities and differences is helpful in answering this question. Job descriptions will vary from institution to institution, depending upon the special needs and circumstances that exist. However, certain characteristics are common to both the CEO and the CFO. Table 2-1 presents a brief comparison of these two roles.

Administrative Personnel↗

The development of hospital wide patient-education director competencies.

Members of the patient-education divisions of the Michigan Society of Healthcare Education and Training and the Great Lakes Chapter of the Society of Public Health Education drafted a model job description and related competencies, using representative position descriptions and a role delineation project as a basis. The product of this effort can serve as a model for hospital administrators hiring patient educators, professional organizations supporting patient education, universities and colleges training such specialists, and patient-education specialists pursuing continuing education.

Education Department, Hospital↗

[Ergonomic strain measurement in text processing].

Text processing task demands are analysed by using an Ergonomic Job Description Questionnaire. The tasks are classified by cluster analysis. Tasks out of each cluster are examined with respect to performance and physiological strain by 8-h measurements. These reactions are assessed in terms of tolerance limits and the distribution of demands is discussed for non-tolerable work conditions.

Female↗

Hiring, staffing policies and productivity.

BACKGROUND: Many dentists say that staff-related issues, not clinical dentistry, are the number one cause of stress in their offices. OVERVIEW: To help avoid staffing problems and the resultant stress, the author suggests that dentists take the time to identify their specific staffing needs and create job descriptions to prepare for interviewing potential staff members. She provides guidelines for the planning and interviewing processes. PRACTICE IMPLICATIONS: Taking the time to hire the right staff members will help dentists create a productive environment that will benefit them, their staff members and their patients.

Dental Staff↗

The worker of the future. A system outlines the competencies its employees will need.

In 1993, Sisters of Mercy Health System-St. Louis (SMHS), having asked itself what kind of employees it would need in the twenty-first century, established a Worker of the Future Task Force to develop tentative answers. The task force began by making projections concerning healthcare, studying the strategic plans of SMHS's members, and surveying its employees. It learned that the system should help workers see how change could benefit them. Next, the task force studied the cultural history of the Sisters of Mercy, developing from it Six Guiding Principles for the evaluation of employee performance. From these principles, the task force derived Twelve Competencies that SMHS will seek in future workers. In 1995 the system's education leaders, with the aid of an internal training organization, decided to develop 17 training modules based on these guiding principles and competencies. Since then, more than 85 SMHS employees have been trained to help coworkers develop customer service skills and other competencies. SMHS has also incorporated the competencies in its job descriptions and performance evaluations, added the Worker of the Future curriculum to its orientation program for new employees, and is currently developing Worker of the Future training sessions for human resources personnel who interview prospective employees.

Attitude of Health Personnel↗

Performance audit in the selection and management of personnel in the physician's office laboratory.

The performance audit does not contain any startling news about human performance. It does, however, provide a unique perspective from which to view human performance. It asks the user to relate systematically each part to the whole, to test a hypothesis against actual data, and to formulate solutions based on a strong rationale. We have of necessity described this process very briefly, suggesting how specific tools may be derived for immediate use in the office laboratory. We conclude with a reminder that much useful information in the performance audit can be captured by constructing three tables with the following headings: 1. Job Description, Requirements, Standards; 2. Requirements, Standards, Deficiencies, Potential Impact; 3. Deficiencies, Possible Causes, Possible Solutions. Thus, the performance audit can provide useful information in regard to selecting personnel (item 1), monitoring the performance of laboratory personnel (item 2), and trouble-shooting specific problems (item 3).

Certification↗

Competencies, essential training, and resources viewed by designated institutional officials as important to the position in graduate medical education.

PURPOSE: In 1998, the Accreditation Council for Graduate Medical Education (ACGME) added the stipulation that each institution providing graduate medical education (GME) have a Designated Institutional Official (DIO). The authors conducted this study via a cross-sectional survey designed to provide descriptive data on the beliefs held by DIOs regarding required competencies, training and experience, and desired resources for the position. METHOD: The authors collected data between January 2004 and May 2004 using a multistep process that included a prenotice letter; a survey, cover letter, and stamped return envelope; a thank you/reminder postcard; and a replacement survey with new cover letter and stamped return envelope. Data were summarized using descriptive statistics. RESULTS: Completed surveys were received from 243 of 363 DIOs (66.9%). Eighty-two percent indicated that DIOs should have specified minimum experience or training requirements. Ten competency items were viewed as essential by greater than 50% of respondents, with five items endorsed by over 95% of respondents: professionalism, verbal communication skills, interpersonal skills, leadership skills, and written communications skills. The percentage of responding DIOs who indicated they would be very likely to use resources were as follows: templates for GME policies, contracts, and affiliation agreements (83.1%); DIO-specific training (58.0%); data on DIO demographics (53.9%); DIO job description templates (46.9%); a clear description of DIO versus program director responsibilities (46.1%); and a DIO certification program (32.1%). CONCLUSIONS: Designated Institutional Officials supported the idea that there should be minimum experience and requirements and demonstrated remarkable consistency in endorsing essential competencies for the position. DIOs, their respective institutions, the ACGME, and other GME organizations and associations may use the data from this study to develop the role further.

Academic Medical Centers↗

Characteristics, roles, and responsibilities of the Designated Institutional Official (DIO) position in graduate medical education.

PURPOSE: In 1998, the Accreditation Council for Graduate Medical Education (ACGME) added the stipulation that each institution providing graduate medical education (GME) have a Designated Institutional Official (DIO). Little is known about the effect of new accreditation requirements on GME practice and outcomes. The authors conducted a cross-sectional survey designed to provide descriptive data about DIOs and to validate a DIO Responsibility Scale (DIORS). METHOD: DIOs were identified by the ACGME. The following delivery strategy was used to administer the survey from January 2004 to May 2004: prenotice letter; survey with self-addressed, stamped return envelope and cover letter; thank-you/reminder postcard; and replacement survey with new cover letter and self-addressed, stamped return envelope. RESULTS: Completed surveys were received from 243 of 363 DIOs (66.9%). Responses indicated wide ranges in DIO titles, report titles, time spent accomplishing responsibilities, DIO-specific salaries, credentials, and Graduate Medical Education Committee reporting arrangements. DIOs reported confusion or overlap between DIO and program director roles (72.0%), decreasing funding for GME (50.6%), and inadequate support staff (25.1%). The 11-item DIO Responsibility Scale demonstrated a Cronbach alpha of .86 and a statistically significant relationship to five variables selected to establish construct validity. CONCLUSIONS: The wide variability in DIO characteristics found in this study supports the premise that the DIO role is underdeveloped. The authors established the reliability and validity of the DIORS, which now may be used in future research of the DIO role. The data from this study may be used by DIOs and institutions to develop the role further, improve DIO performance, and create more useful job descriptions.

Accreditation↗

Recognizing nurses' contributions to the clinical research process.

A survey of the clinical research nurses (CRNs) associated with the Pediatric Pulmonary and Cardiovascular Complications of Vertically Transmitted HIV Infection Study was conducted to delineate the nurses' roles. The diversity of activities reported by the CRNs are presented, categorized, and compared to those stated in the protocol job descriptions. Additional dimensions of the multifaceted CRN role are identified. Aspects of the nurses' role associated with special needs of the study cohort and related implications are discussed.

Child, Preschool↗

Ergonomic task analysis in electronics industries: some case studies.

The analyses of a few tasks were carried out in an electronics factory. The main objectives are to identify the ergonomic and biomechanical hazards of problem work tasks, to analyze each task systematically in order to evaluate the workers' exposures to the risk factors of force, posture pressure and repetition and to make recommendations to reduce the risks and hazards. The methodology includes objective measures--detailed analysis by going through training manuals, job description and production records. Subjective measures include interviewing the operator and supervisors informally, the operators were also required to fill in a structured questionnaire. The paper concludes by making recommendations to reduce the ergonomic hazards by engineering solutions, redesign or administrative controls or the implementation of procedures.

Adult↗

Tomorrow's workplace: no jobs ... just work to be done.

The workplace of the future will be less structured, and roles will be less specific. As teams and teamwork become the way to get the work done, those who have relied on a job description to direct what they do will face a real challenge. As this shift in thinking moves into the health care setting, there is fear and confusion on the part of both managers and staff. By working together, managers and staff can build trust and a new sense of security even in an uncertain future.

Forecasting↗

Advanced practice nurse as outcomes manager.

Outcomes management as a patient management system has been designed to impact and improve select outcomes. Central to the development and implementation of best practice senario identified throughout outcomes management is the advanced practice nurse. SLEH has been in the forefront of development and implementation of an outcomes management program. This article describes the outcomes management position and shares the job description and performance evaluation used at this institution. The tools allow for measuring and quantifying the impact of the outcomes manager position on improving patient outcomes. The improvement of outcomes has increased the value of the advanced practice nurse and provided the institution with a solid future necessary for survival in a managed care market.

Benchmarking↗

A statewide study of EMS oversight: medical director characteristics and involvement compared with national guidelines.

INTRODUCTION: From their inception, advanced life support (ALS) programs have had oversight by emergency medical services (EMS) medical directors. Position statements about medical direction have been published in the medical literature, initially by the American College of Emergency Physicians (ACEP). Most recently, the National Association of EMS Physicians (NAEMSP) published a position paper to serve as a guideline for the medical directors' tasks, describing qualifications and areas of involvement. OBJECTIVE: To study the baseline status of EMS oversight in Maryland as the position paper was disseminated, to view how local directors meet the published guidelines. METHODS: Twenty-two of the 23 (96%) jurisdictional EMS medical directors (JMDs) in Maryland were interviewed in face-to-face meetings. Information was collected about their qualifications and their regular involvement in activities within various EMS subsystems. RESULTS: Sixteen (73%) JMDs are members of ACEP and four (18%) are members of NAEMSP. Six (27%) received EMS medical director training. Three (14%) went through a formal application process for their positions. Activities of relatively high involvement were investigations of variance from protocols (100% of JMDs involved), runsheet review (15 [68%]), liaison duties (20 [91%]), and disaster drills (15 [68%]). Most other subsystems, including dispatch, public health, administration, system evaluation, and quality programs, showed relatively low regular involvement (0-59%). CONCLUSION: In Maryland, significant increases in active physician involvement in EMS are necessary to meet the national job description. These data provide supportive evidence of the need for further commitment by state and local agencies, as well as trained EMS physicians in national societies, to enable all JMDs to reach the goals set forth for their important roles in EMS systems.

Clinical Protocols↗

The informatics nurse specialist as privacy officer.

HIPAA mandates the development of privacy and security standards, including the designation of a privacy officer responsible for the development and implementation of the policies and procedures. However, the rule does not give guidance as to the specific qualifications, job description, or details concerning policy and procedure development and implementation. The qualities and skills of informatics nurse specialists (INS), plus their commitment to patient advocacy and a professional code of ethics to ensure the privacy of confidential personal information, make the INS ideally suited to manage the processes necessary to achieve HIPAA compliance.

Computer Security↗

Interviewing and counseling functions of the dietetic technician in nutritional care. Evaluation of identified competencies.

The study was designed to identify and to evaluate the interviewing and diet counseling functions of the dietetic technician. Detailed comparisons and analyses were made of data collected from dietetic practitioners and educators and of data from the literature, curriculums, and job descriptions. Competencies were identified for further study. The videotaped performances of dietetic technician students were compared to defined criteria. The interviewing and patient education skills were satisfactory. A majority of the students lacked the counseling skills required for a client-centered approach. Curriculum inferences are presented.

Allied Health Personnel↗

Saving your career in the 21st century.

This article addresses the fundamental and dramatic changes that case managers must undergo internally to keep pace with a rapidly and radically changing work environment as we move into the next millennium. The work paradigm is transforming from a model of well-defined job descriptions and clearly articulated career ladders within organizations to a fluid workforce in which individuals must now view themselves as a mobile portfolio of skills responding to particular needs within organizations Hence, case managers must retool their thinking, unlearn old beliefs that hinder success, and learn to manage their careers as microbusinesses within their organizations. This new model is founded on self-responsibility, entrepreneurial aptitude, vision and personal empowerment. Taking charge of one's career and consciously directing it is a dramatic departure from the norm for most individuals. There is a widely held tendency in our culture to define ourselves by our job titles. This is both an antiquated and myopic view that needs to be discarded to succeed in the future. Health care is a dynamic and evolving industry that requires forward-thinking, flexible, solutions-oriented people. The time is upon case managers to undergo a personal renaissance to artfully position themselves for success in the next millennium.

Adaptation, Psychological↗