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JANUARY 2015 | O U T PAT I E N TS U R G E R Y. N E T
What makes a good action plan?
It's up to you to clearly state the behavior you desire and why what
you're seeing isn't measuring up to your facility's standards. Be trans-
parent with employees about the specific behaviors you'd like correct-
ed. During a sit-down meeting, detail what people are saying and what
you're seeing, and let them know that your physicians agree with
those observations. Remind them that you addressed their problem
behaviors and provided the education and tools for change, which
didn't work. Tell them they need to go home, think about her work-
place performance and come back the next day with an action plan
that contains detailed steps for change. They must present the action
plan before you'll allow them back on the unit, or they can present
their resignation. The choice is theirs.
The action plan must be realistic and include specific, corrective
steps for change. For example, one of my employees who realized
her actions were detrimental to the team promised to apologize to
her teammates and asked them to provide feedback if they saw her
repeating old habits.
All isn't forgotten once you approve the action plan. Tell employees
sent home for a Decision-Making Day that they can't resort to their
old ways when they return. Put them on notice: Tell them that as soon
as they slip up, you will take immediate and aggressive disciplinary
action toward their termination.
Make sure physicians support the program and buy in when you
target someone for improvement. Ask a physician leader to sit in
during the first few times you confront an employee, because the
meetings might be difficult, especially since word of your new
hardline stance hasn't yet filtered back to the masses. Having a
medical staff leader present also shows employees that they can't
run to physicians for support.
