Wednesday, 14 July 2010: 9:10 AM
Martine Mayrand Leclerc, RN, BSc, MGSS/MHA, PhD
Nursing Department, Université du Québec en Outaouais, Gatineau, QC, Canada
Johanne Lebel, RN, DESSS, OD
Human Ressources Development Department, Centre Hospitalier Universitaire de Québec, Québec, QC, Canada
Learning Objective 1: Understand the span of responsibilities and roles of a coach-manager within a program of retention and recruitment for new managers.
Learning Objective 2: Identify outcomes indicators within a balanced scorecard that can be use by any organizations aiming the optimization of new nurse managers' work environment.
Purpose: Recruiting a nurse leader is problematic within the Québec Health Care System[1]. Given consequences of finding the right manager are concrete: repeated position posting, secondment in temporary position, temporarily adding clinical sectors to nurse manager’s responsibilities, asking «head hunter» to find the rare pearl. In addition, new nurse managers must perform as soon as they start their manager position while little is being offered to support them, resulting in a short of breath manager within the first five years of employment. Managers either do or express their intent to leave their position. It is necessary to identify activities that supports and retain new nurse managers while there is little resources available as role model within the actual context of double shortage of nurses.
An innovative role of coach-manager was created at a 1187 beds teaching hospital in Québec, Canada. Using a multi-method approach (open- ended questionnaire, satisfaction questionnaire), both qualitative and quantitative data were retrieved from ten cohorts of new managers during two years. Using the conceptual framework of Kaplan and Norton Balanced Scorecard[2], a dashboard was created to retrieve key outcome indicators.
Results:
Indicators and results covering Manager/Director, financial, internal business process and learning and growth will be presented. Qualitative results surround isolation, organizational commitment, networking, tacit and explicit knowledge, self-awareness.
Conclusion:
This presentation will allow participants to gather benchmarking information to implement and measure a coaching program while promoting recruitment and retention of new managers in their organization.
[1] Ministère de la santé et des services sociaux du Québec. (2001). Planification de la main-d’œuvre: personnel cadre et hors-cadre du réseau de la santé et des services sociaux Québec: Gouvernement du Québec.
[2] Kaplan, R. S., & Norton, D. P. (2004). Comment utiliser le tableau de bord prospectif. Paris : Éditions d’Organisation. 424 pages.
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