discussion response 1 page 2
This week’s Discussion Question:
Reflecting on your readings for this week, consider the dilemma of a supervisor that hires the “right person for the bus†whose performance begins to deteriorate. Using the information from your texts and case studies, describe a real or hypothetical scenario of an employee whose performance started to diminish and how successful supervision and management turned the performance around.
With that in mind:
Respond to at least two colleagues with additional insight.
(Note: You do not need to respond to the discussion questions, it is included for your reference so you are aware of what questions the students are replying to) I posted two of my colleague’s responses to the discussion question above, please respond to their posts. You may begin the response with Hi Heather and Hi Renita) (I need at least a half page response for each person) Please include references and provide the url link to all journal articles you use as references. Use current (meaning within the past 2 years) scholarly journal articles as references. Please use APA 6th edition format. Thanks)
Heather’s Post:
I can speak from my own experience for this discussion post. I was the right person for the bus, but I got extremely comfortable in doing my job to the point where I began to get lax. Because I was so efficient and effective at my job duties, my supervisors did not watch me as much as they did other employees. I worked at a hospital in registration and on a good day, we would see roughly 300 patients during an 8-hour shift (I worked 5:30 am to 2:00pm). The quicker you got your patient out of your booth, the better it was for the department because once we got behind, it was difficult to get caught back up. I believe we were given roughly 8 minutes to greet our patient, get them registered and then escort them to their department, whether it was to cardiac rehab, diagnostics or same day surgery. One day we were given a new daily task of getting five or more patient surveys during our registration, which added a couple more minutes to our registration. If I am being honest, I did not see the purpose of getting the patient to fill out a satisfaction survey because the patients were always telling my supervisor how much they loved to come to me for registration. Not to toot my own horn but I had a group of patients who only wanted me to process their paperwork due to error or incompetency of others and I thought that was awesome. However, my supervisor would always say, “Yes Turner, it’s great that the patients are TELLING me how great you are, but I want it on paper, so make it happen.†I still did not do it. My yearly evaluation came around and she gave me a bad mark for “failure to follow directions†and she is like, “do you know why you have this bad mark on your evaluation?†Of course, I knew why, so she says to me, “sign right here and tell me what I can do to help you do better.†We had a long discussion about how I felt about those patient surveys and she met me halfway with a solution. My goal was to do two patient surveys a day instead of the five or more. I was also given preceptor privileges to spice up my work routine, because I was getting bored doing the same thing every day. Registration is a job of repetition and me getting comfortable with what I was doing; set me up for failure in the end. However, new tasks made my job back then, that much bearable and I was able to recover from my mistakes with help from my supervisor. Having a supervisor who listens and is willing to make provisions when applicable is a godsend because sometimes things just don’t work for one, the same way they may work for others.
Renita’s Post:
Reflecting on your readings for this week, consider the dilemma of a supervisor that hires the “right person for the bus†whose performance begins to deteriorate. Using the information from your texts and case studies, describe a real or hypothetical scenario of an employee whose performance started to diminish and how successful supervision and management turned the performance around.
Sometimes in the work place, regardless whether the person is the right person on the bus or the wrong person, people can start to become overwhelmed and burnt out, especially when the individual is working on trying to accomplish a certain goal, and he or she continues to hit a brick wall. Working as a helper, we all go in believing and hoping that we can help everyone, and we are not really expecting anything to go wrong. When one person is responsible for assisting over twenty clients, its hard to focus on one person, and we often find ourselves being pulled in several directions and worrying. Everyone has problems or goals that they need help with and there are situations that arise where you realize that no matter how hard you try, or what you do, you can’t help everyone. This puts a huge burden on the shoulders of the helper, which causes he or she to feel discouraged, or as if they are not doing enough, which can cause the individuals work performance to deteriorate. Working with the D & A population, you meet people from different walks of life, some stories worse than others. I find it very frustrating when I have a client who needs housing but the waiting list for affordable housing are extremely long. It’s also frustrating trying to get clients to engage, especially when I must bill and meet productivity. Having to meet productivity can be very stressful and discouraging as well, because it’s not always possible. Not meeting productivity gives the impression that we are not doing anything for the clients, when in fact we are. There was one time that I had 80% productivity and was supposed to receive a bonus but because some of my clients were missing certain documentation in their files, I did not get my bonus. The ICM that I replaced and had the case load before me did not make sure that everyone’s files contained the missing documentation, so I inherited the problem. After that incident I no longer go above and beyond to exceed the 67% minimum productivity.
Successful Supervision and management can turn an individuals deteriorating performance around. Certain situations require a different approach or response. As mentioned in Case 7.11, supervisors are encouraged to be direct with their staff, and work with them to become more responsible however in the situation mentioned above, I believe that management should be more informative, understanding and realistic about work requirements. Those that work with the D & A community know how hard it is to get this population to engage, and work on their goals. A lot of them are in treatment due to a court order, so if they didn’t have to participate in treatment, case management etc., they wouldn’t. Management should understand this and not focus so much on meeting productivity and units, but the accomplishments that are being made with the individuals who do engage.
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