The Valuable Employee
Gina has been the supervisor of a 16-bed intensive care unit/critical care unit (ICU/CCU) in a 200- bed urban hospital for 8 years. She is respected and well liked by her staff. Her unit’s staff retention level and productivity are higher than any other unit in the hospital. For the last 6 years, Gina has relied heavily on Mark, her permanent charge nurse on the day shift. He is bright and motivated and has excellent clinical and managerial skills. Mark seems satisfi ed and challenged in his current position, although Gina has not had any formal career planning meetings with him to discuss his long-term career goals. It would be fair to say that Mark’s work has greatly increased Gina’s scope of power and has enhanced the reputation of the unit. Recently, one of the physicians approached Gina about a plan to open an outpatient cardiac rehabilitation program. The program will require a strong leader and manager who is self-motivated. It will be a lot of work but also provides many opportunities for advancement. He suggests that Mark would be an excellent choice for the job, although he has given Gina full authority to make the final decision. Gina is aware that Lynn, a bright and dynamic staff nurse from the open-heart surgery floor, also would be very interested in the job. Lynn has been employed at the hospital for only 1 year but has a proven track record and would probably be very successful in the job. In addition, there is a staffing surplus right now on the open-heart surgery fl oor because two of the surgeons have recently retired. It would be difficult and time-consuming to replace Mark as charge nurse in the ICU/CCU.
ASSIGNMENT: What process should this supervisor pursue to determine who should be hired for the position? Should the position be posted? When does the benefit of using transfers/promotions as a means of reward outweigh the cost of reduced productivity?