Beruflich Dokumente
Kultur Dokumente
Priscilla Ambang
Bon Secours has several outpatient infusion centers (OPIC) in the Richmond and
Hampton Roads area. These centers allow convenient access to care for patients, especially those
receiving chemotherapy. In fact the majority of the patients served, have cancer diagnosis. Upon
hire, OPIC nurse’s are notified a requirement of the position is to become an Oncology Certified
Nurse (OCN) within three years of hire date. The OCN exam is a strenuous, 165 question exam
testing one’s knowledge of the care of the oncology patient, from prevention, research,
diagnosis, treatment, side effects, and death and dying. As Director, one must recognize the
importance of talent management and recruiting those appropriate for these positions. Experts in
their field lead to quality healthcare. In recent years, inclusion and transparency are at the
forefront of healthcare. Patient’s have choices and they deserve, and demand, superb care. The
OCN requirement serves two purposes, to encourage the nurse to continually pursue
opportunities for education, as well as, alert patients that the nurses caring for them value
providing superb care, and have taken an additional step, to become experts in their field. Upon
In recent months a conflict has arisen regarding this requirement. During a recent staff
meeting, as well as, several preceding this one, there was strong opposition regarding
certification, so much so, upper level management, who was present, had to intervene and gently
remind those in attendance to remain respectful and appropriate. The issue seems to have been
thrust to the forefront because a small number of nurses were, either, not successful on the exam,
or fearful of failing, resulting in their departure from OPIC to seek other employment
opportunities. This aligned with several other nurses approaching the three year deadline, who
felt they were not prepared, due to lack of support by management. These nurses reported they
were just told they had to do it, but were never given any assistance to do so, such as educational
time off, payment for classes, and/or study groups. They are fearful of losing their job, rather
voluntarily (by refusing to take the exam), or involuntarily ( by failing the exam). Another issue
voiced was the financial burden of taking the exam. The cost per exam is approximately, $418.
Prior to late 2017, prepaid vouchers were available. The staff were very much aware of their
availability. These vouchers were purchased in a bundle in late 2014 and had expiration dates,
which came about in late 2017. Unfortunately due to fiscal concerns, and lack of use, new
vouchers were not approved. Nurses must prepay for the exam, and upon successful completion,
This issue has caused much division in our staff, as well as, some animosity towards
management. Those who heeded the requirement and successfully passed feel that their peers
need to bite the bullet and understand it as a requirement of their job, that they were aware of
upon accepting the position. There seems to be a negative veil hovering over OPIC regarding this
issue. In the midst of this challenge, the Nurse Manager has pursued other opportunities, leaving
a much needed vacant position. The goal now is to find a manager with that will help bridge this
gap, support and motivate the staff, one who understands the vision of OPIC, 100% of nurses
certified, providing award winning care. This new manager will need to possess skills that
The candidate for this position must have certain strengths in order to be successful in
managing OPIC, serving the staff, as well as other leaders. These leverage of these strengths will
help empower the OPIC staff and propel them surpass the requirements. Five strengths that may
be most important to this position, achiever, activator, command, developer, and maximizer. As
an achiever they own their job, and seek to be completely successful. They understand the
importance of specified goals, with set deadlines. (Rath & Conchie, 2008) They will be
challenged to recognize the goal of certification, meet with staff, and set individual goals, as well
as departmental goals. Each goal will have a preset deadline and this manager will make every
attempt to complete the goal in that set timeframe, through the achievement of small goals over
time.
The activator, encourages, supports and equips individuals with items for success, to the
best of their ability. They reduce fear and replace it with focus and drive (Rath and Conchie,
2008). As previously stated, several voiced a fear of failure in regards to the OCN exam. This
candidate must be able to identify avenues to serve the staff in this endeavor, as a group and
individually. The candidate will pursue opportunities to educate or locate resources and readily
In order to ensure compliance with policy, this new leader must command. Basically,
“people know where you stand.” (Rath & Conchie, 2008) Initially, gently, but unapologetically,
the manager must identify their stance and the why, hopefully swaying some of the staff. If the
manager neglects to present a consistent united front, the staff will lose trust in their ability to
lead and deliver. The requirement will be stated clearly and consistently, then allowing the
Once the manager has established who she is, her vision, and her concerns, she can
common goal. In OPIC, this will be the key to success, encouragement and motivation. This was
a specific concerned voiced by the staff and is integral to a smooth transition for the new
manager, as well as acceptance by the staff. If they notice the managers care, this attitude should
everyone is good at everything, and not every resource works for everyone. They some
individuals are average, and some are phenomenal. They “seek to transform something strong
into something superb.” (Rath & Conchie, 2008). They however do recognize that by using your
available talents, such as pairing the phenomenal with the average, can help individuals excel
and departments reach goals. This new manger will very much need to exhibit these maximizer
characteristics, which hopefully will result in an extraordinary response from the staff.
Change is measurable. In order to gauge success, one must have goals and objectives in
place to identify success. Upon new hire, after being oriented to the staff, policies, and
procedure, the manager must meet with this Director to pen some goals and objectives with
monitor progress. This new manager must also seek out ways to interact with staff in order to do
a self analysis regarding her ability to effectively serve. The number of nurses obtaining
certification could be one marker, as well as the number, who report they are actively pursuing
certification. An informal survey offered to staff by Director, may also be helpful in evaluating
the blossoming relationship between staff and manager. Most importantly, the manager must be
able to effectively hear and receive communication from staff, and effectively advocate and
deliver to upper management. Obstacles, resistance, and disagreement may arise. This new
manager should be able to address these as they appear and continue to move forward to the
common goal, of affecting change. With the support of this Director, success should be
attainable.
References
Rath, T. & Conchie, B. (2008). Strengths Based Leadership. Great Leaders, Teams, and why