House Supervisor - Patient Care Admin - Part Time - Nights (bestcare)

Job Description

Why work for Nebraska Methodist Health System?
At Nebraska Methodist Health System, we focus on providing exceptional care to the communities we serve and people we employ. We call it The Meaning of Care – a culture that has and will continue to set us apart. It’s helping families grow by making each delivery special, conveying a difficult diagnosis with a compassionate touch, going above and beyond for a patient’s needs, or giving a high five when a patient beats a disease or conquers a personal health challenge. We offer competitive pay, excellent benefits and a great work environment where all employees are valued! Most importantly, our employees are part of a team that makes a real difference in the communities we live and work in.

Job Summary:

Supervises the activities of the organization in the absence of the Executive Team, Directors and Managers. Participates in the management of the Acute Nursing Departments and serves as a resource person for all departments in the organization in the absence of their leaders. Acts on behalf of the Executive Team in their absence.

Work Schedule: 7pm to 7am with every third weekend and holiday

Location: Methodist Fremont Health Hospital
Address: 450 E 23rd St. - Fremont, NE

Responsibilities:

Essential Job Functions

Service - Supervises service delivery to ensure a high level of customer satisfaction. Enforces high standards of quality customer service. Recognizes opportunities for service improvements - coaches' staff and/or communicates to department leaders as appropriate. Practices service recovery as needed.

• Customer Service: Consistently conveys that customers are our highest priority. Respects customer needs and expectations and lets customers know if their expectations cannot be met. Follows standards of behavior in providing customer service and communicating with others. Refrains from complaining about (or speaking negatively about) customer behavior or expectations. Communicates in a manner that promotes and sustains customer satisfaction and encourages others to do the same. Manages up other team members, departments, and leaders. Achieves these outcomes by ensuring that customer needs and deadlines are realistic and that they are met. Publicly recognizes those who deliver excellent customer service. This is markedly different than those who speak unkindly about customers or other staff, fail to inform customers about any realistic expectations, complain about customer expectations, and fail to recognize or reward those who think and behave otherwise.
• Conflict Resolution: Handling Difficult Issues: Handles sensitive or difficult issues with grace and confidence. Takes actions that resolve conflicts in a manner that is best for both the organization and the individuals involved. Remains clear-headed and focused and inspires others to do the same. Remains objective in the face of strong emotions. Can acknowledge strong emotions without being unduly influenced by their intensity. Addresses complaints and problems quickly and effectively, keeps all parties informed of the status of any negotiations required, encourages employees to report problems or concerns and negotiates outcomes that are viewed as fair and even-handed. This is in contrast to individuals who struggle to stay calm when others are highly emotional, retreat from difficult situations when time is of the essence, are unable to influence others to behave with some level of objectivity, and/or ignore emotions to an extent that stakeholders do not feel heard or respected. This is quite different from those who tend to ignore conflicts or complaints, do not keep interested parties abreast of the status for resolving issues, fail to make it comfortable for people to express concerns or appear unable or unwilling to facilitate a process that helps resolve conflicts.
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Quality/Operations - Supervises operations to provide/support quality patient care. Enforces policies, rules, regulations. Supervises quality, safety of patient care. Recognizes opportunities for process improvement and participates in identifying problems and planning solutions.

• Continuous Process Improvement: Proactively assess the need for process improvement in regard to patient and/or customer outcomes. Takes personal responsibility for maintaining and upgrading own knowledge, skills and abilities to ensure that service delivery is safe, efficient and effective. Strives to stay abreast of new approaches to their role in healthcare. Demonstrates full commitment to quality improvement initiatives by taking an active role, being a positive role model and by encouraging other to be equally committed and accountable. Is proactive in calling attention to service delivery deficiencies or opportunities and offers concrete suggestions for improving processes and system that affect quality of care and productivity. This is in contrast to when there is resistance to looking at making changes to processes to improve quality or customer service or there is little understanding of the differences in errors caused by process failures and employee negligence and a failure to suggest or participate in seeking better processes.
• Process Improvement and Change Management: Process Improvement and Change Management: Proactively assesses the need for change. Leadership Team members see to it that appropriate resources are available to facilitate changes, consider factors that will support or hinder change initiatives, enthusiastically promote change in terms of the expected benefits, as well as remove or lower the impact of potential obstacles. Management Team members enthusiastically promote change and remove or lower the impact of obstacles and/or use informal influence to remove or lower obstacles. This is clearly different from those who tend to react to change and do so in a manner that reduces the probability that change will be successful. Examples of behavior on this end of the continuum include failing to allocate appropriate resources, creating obstacles to change, and tending to put more energy and effort level into resisting change or bypassing MFH’s process improvement model.
• Job Skills: Possesses sufficient job skills and knowledge to perform the job in a safe and competent manner. Demonstrates the essential skills related to the use of all equipment connected to job responsibilities. Is able to demonstrate skills and knowledge in day-to-day situations. Displays an appropriate level of concern for various safety factors when using equipment. Demonstrates the willingness and ability to train or coach others in the technical arena when needed. This is distinctly different from those individuals who lack sufficient job skills or knowledge to meet job requirements or who have the skills and knowledge, yet struggle to apply them to day-to-day situations on the job or are clearly unfamiliar with how to make the best use of job-essential equipment or who take shortcuts and/or make decisions that increase the risk of injury or damage to equipment.Patient Care: Actively, compassionately, safely, and effectively apply your patient care knowledge to assess, treat, educate, care for, and/or discharge patients within your scope of practice. Report changes to appropriate individuals and update other staff or team members of patient status and condition as needed in a timely manner. Accurately document care provided. Include patient family members in communication and education as needed while maintaining the privacy and confidentiality of a patient’s records and private information. This is quite different from those who only treat the problem and not the patient as a whole, do not communicate to other team members about a patient’s changes or needs, and/or forgets to document their work.

People - Supervises human resources to support operations. Addresses employee relations issues and reports to department leadership. Participates in training and orientation. Responsible for communication with staff and physicians. Informs staff of pertinent information to help ensure effective organization communications. Communicates effectively at all levels.

• Performance Management I: Ensures that performance appraisals are fair, objective and timely, as measured by completion on or before the due dates. When rating performance, considers each employees role and experience along with any circumstances that affected performance. Rates on the basis of fair and realistic expectations regarding both results expected and competencies demonstrated. Understands the competencies required by those being assessed and can describe gaps in clear and effective manner. Ensures that feedback is ongoing and that appraisal documentation is submitted for review for review on time. This compares favorably to being unclear or unrealistic, failing to provide ongoing feedback, being unable to explain the connection between competencies and results, demonstrating bias in ratings or written documentation, or failing to complete documentation or meetings in a timely manner.
• Performance Management II: Takes action to ensure that employees fully understand their roles, responsibilities and performance standards/expectation and provides ongoing feedback and support as employees strive to achieve expectations. Engages in two-way conversations, through rounding, coaching, and counseling throughout the year that ensure an up-to-date understanding of expectations, performance gaps and action required to close any gaps and share this information with the employee, or where appropriate, with the employee's direct supervisor. This is quite different from failing to adequately communicate expectations, being unaware of (or choosing to ignore) performance gaps, providing little or no support in overcoming barriers and failing to provide regular, on-going feedback to employees.
• Recognition and Rewards: Recognizes and rewards team members, coworkers and other staff in a manner that demonstrates appreciation, fairness and a desire to fit the reward to the identified person. When possible, customizes rewards and recognition to fit the needs of the person being recognized. Does not assume that a particular reward or effort to recognize someone will have the same effect for everyone. Uses both public and private (one-on-one) praise and recognition. Uses sound judgment on when to reward employees so that this is neither a rare event nor done so often that it diminishes the meaning and impact. This is in contrast to leaders who underuse or overuse praise and rewards, demonstrate biases and favoritism through inconsistent use or make no effort to fit the reward to the needs of the person involved.
• Staff Development: Ensure that staff members get a sufficient amount of orientation, training and developmental opportunities to maximize their chances of being successful in their assignments. Views training and development as an investment in employees and uses mentoring, cross-functional assignments, job rotation or other on-the-job learning opportunities to enhance the depth and breadth of skills and experience. Also encourages self development activities. This is in contrast to those who provide little or no orientation to the organization, view training as an expense and something to be rationed on a selective basis, and tend to focus almost entirely on today’s needs and demands instead of ensuring that they and their employees are being prepared for tomorrow’s challenges.

Stewardship - Displays awareness of financial performance and contributes to an efficient, cost-effective organization. Controls costs within span of control. Manages staffing with full awareness of financial and productivity impact.

• Productivity: Meets or exceeds productivity standards that have been established for his or her organizational level or position. These may include labor productivity, other operational expense and revenue standards. Has successfully combined skills, ability and effort levels to ensure that expectations related to results/output are achieved. This is in contrast to those individuals who fail to meet standards due to a shortfall in essential skills, ability or the level of energy/effort required.
• Resource Management: Gets the most out of facilities, equipment, materials, supplies and resource budgets. Ensures that financial and material resources are used effectively and efficiently and that appropriate steps are taken to minimize theft, damage or equipment breakdown. Ensures that recommended system checks, service and maintenance are performed on time. Works with facilities, purchasing, bio-med and other internal departments before seeking external services. Obtains multiple quotes, reviews alternate options and/or negotiates for reduced prices prior to settling on one vendor, piece of equipment, price, etc. Leverages all resources to maximize utility and return on investment (ROI).

Schedule:

7pm to 7am with every third weekend and holiday

Job Description:

Job Requirements

Education

• Graduation from an accredited school or college of nursing required.
• Bachelor's degree e.g., Bachelor of Arts (BA), Bachelor of Science (BS), Bachelor of Science in Nursing (BSN), Bachelor of Social Work (BSW) in nursing or management preferred.

Experience

• Three to five years clinical nursing experience in a hospital setting required.
• Requires knowledge, ability and judgement necessary to perform within the guidelines of the patient's plan of care, hospital policy and the Nebraska Nurse Practice Act.
• Experience in assessing patients in order to plan, intervene and evaluate care; apply scientific and technical knowledge required; use a variety of equipment and make decisions utilizing critical thinking skills required.
• Previous managerial experience in clinical nursing in an acute hospital preferred.
• Basic knowledge of main functional areas within hospital environment preferred.

License/Certifications

• Current and unrestricted licensure as a Registered Nurse (RN)       by the Nebraska State Board of Nursing required. 
• Current American Heart Association Basic Life Support (BLS) strongly preferred at time of hire, required within 3 months of hire.
• Current American Heart Association Advanced Cardio Life Support (ACLS) Certification required. 
• Current American Heart Association Pediatric Advanced Life Support (PALS) Certification preferred. 
• Specialty certification in a Nursing area, i.e. Med-Surg, Critical Care preferred.

Skills/Knowledge/Abilities

• Interpersonal skills and problem solving skills necessary to interact with patients, families, physicians and staff.
• Customer service skills: active listening, critical thinking, decisive judgement, strong communication and leadership abilities.
• Ability to work independently.
• Strong leadership and teaching skills.
• Highly organized.
• Financial savvy to understand the impact of staffing decisions. 

Physical Requirements

Weight Demands

• Medium Work - Exerting up to 50 pounds of force.

Physical Activity

• Occasionally Performed (1%-33%):
  • Climbing
  • Crawling
  • Kneeling
  • Sitting
• Frequently Performed (34%-66%):
  • Balancing
  • Carrying
  • Crouching
  • Distinguish colors
  • Keyboarding/typing
  • Lifting
  • Pulling/Pushing
  • Repetitive Motions
  • Stooping/bending
  • Twisting
• Constantly Performed (67%-100%):
  • Fingering/Touching
  • Grasping
  • Hearing
  • Reaching
  • Seeing/Visual
  • Speaking/talking
  • Standing
  • Walking

Job Hazards

• Not Related: - Electrical Shock/Static
• Rare (1-33%):
  • Radiation Alpha, Beta and Gamma (particles such as X-ray, Cat Scan, Gamma Knife, etc)
  • Radiation Non-Ionizing (Ultraviolet, visible light, infrared and microwaves that causes injuries to tissue or thermal or photochemical means)
• Occasionally (34%-66%):
  • Physical hazards (noise, temperature, lighting, wet floors, outdoors, sharps) (more than ordinary office environment)
  • Equipment/Machinery/Tools
  • Explosives (pressurized gas)
  • Hazardous Drugs (exposure risks, personal protective equipment required)
• Frequent (67%-100%):
  • Chemical agents (Toxic, Corrosive, Flammable, Latex)
  • Biological agents (primary air born and blood born viruses) (Jobs with Patient contact) (Blood or Body Fluid-BBF)
  • Mechanical moving parts/vibrations

Environment

• Essential duties are routinely and primarily performed in an indoor setting.

About Methodist:

Nebraska Methodist Health System is made up of four hospitals in Nebraska and southwest Iowa, more than 30 clinic locations, a nursing and allied health college, and a medical supply distributorship and central laundry facility. From the day Methodist Hospital was chartered in 1891, service to our communities has been a top priority. Financial assistance, health education, outreach to our diverse communities and populations, and other community benefit activities have always been central to our mission.

Nebraska Methodist Health System is an Affirmative Action/Equal Opportunity Employer and does not discriminate on the basis of race, color, religion, sex, age, national origin, disability, veteran status, sexual orientation, gender identity, or any other classification protected by Federal, state or local law.