Understanding Changes in the Work Place
Understanding change in the work place Introduction I work in a residential care home there are 26 bedrooms but 28 beds as two of the rooms are double rooms most of them have en-suite - Understanding Changes in the Work Place introduction. The home provides care for the elderly of different needs and different levels of care. All members of staff are trained to the highest standards with on-going training throughout the year both in house and from funded outside agencies (i. e. distance learning programmes). This means that each resident gets the best care and support that they need. My Job role within the organisation is a senior carer.
My role as a senior carer is to delegate the work load for the shift between the carers equally and fairly and promote independent living for each resident and to make sure that each resident is given the best care possible to the highest standards. As part of my senior carer role it is my responsibility to order and administer medication to each resident and also to liaise with outside agencies for the care of the residents, i. e. Doctors, District Nurses, Hospital, Family’s etc. I am also a designated key worker for four of our residents and I implement, update and review care plans.
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I hold and assist in residents meetings and arrange urgent and none urgent medical care for each resident as required. The home I work for conduct their own audits, I also assist in conducting them as I speak with the residents, check and review files and ensure that their bedrooms and wardrops etc are kept clean and tidy to the highest possible standards. CQC (Care quality Commission) and investors in people can and do arrive without notice to conduct reports on the quality of care we provide within the home, they provide detailed feedback and outline any improvements they think the home should make.
If the quality of care isn’t up to their standards the home will lose the awards and benefits’ that go with them including the 10p an hour wage top up given by the investors in people and the quality assurance could be withdrawn. This could result in the loss of residents and may even result in the home shutting down. For the inspectors to determine whether the services we offer are up to their standards, they speak to the residents and staff, they ask the residents about the care they receive and the staff about the work place environment.
They thoroughly check care plans to ensure they are complete and up to date. The home is checked for discrepancies, menus are checked to ensure the residents are beening offered a well-balanced diet and that they or offered a choice of meals. Identifying a change that is required The home I work for was a nursing home when I first started but the owner and the manger came to the conclusion that the home could no longer warrant being classed as a nursing home and that it would be more beneficial for it to become a residential care home.
A simple SWOT analysis was carried out to determine the effect the change that it would have on the home. The strengths of the change were that the home was already full equipped to become a residential care home. Taking in residential residents instead of nursing residents which would mean that the residents would be more able bodied and therefore require a lower level of care and have a better quality of life.
The rooms in a nursing home are usually bigger than those in a residential care home due to the equipment that is required for nursing residents. Due to the change from a nursing home to a residential care home it has enabled the home to care for more residents and married couples which has improved the financial status of the home, also day and respite care is available as the staff who were looking after the nursing residents are now free to spend quality time with the residents.
The weakness of the change was the loss of the nurses which could have led to the residents feeling apprehensive and the staffs that were offered the senior role had to agree to a higher level of responsibility and a lot more inept training to reach the quality and high standards required to be a senior carer. The opportunities that were made by the change was a more personal level of care for the residents and their quality of life was improved as the care staff have more time to spend with the residents and are able to offer one to one time with resident if they require it as they are no nursing needs.
Due to the change the increase of funds that is provided by the higher intake of residential residents is used to improve the care home. There are a few nursing homes in the area some are new buildings specifically built with all modern facilities. The home I work for was spending money on nurses but are now spending it else wear and on better things. After assessing the SWOT analysis my conclusion is the change has been beneficial to the home financially. The home has saved money by not having to pay nurses wages and they are now able to accept more residents and they offer respite and day care.
Planning and monitoring the change The action plan outlines the SMART (Specific, Measurable, Acceptable, Realistic, and Time Bound) objectives for the implementation of the change. The targets are outlined in order of priority. 1) Inform Staff The home is changing form a nursing home to a residential care home. Management are by law required to inform all staff and the nurses will be made redundant. This was done immediately. 2) Interviewing existing staff to fill senior roles All staff members who wish to be interviewed for the senior role was and a vacancy notice was displayed after all staff had been informed.
The interviews were held within two weeks and the positions fill but any that weren’t fill were advertised outside the home within four weeks. 3) Informing the residents and their families of the change Management and senior members of staff held a residents meeting to inform all residents and their family of all changes beening made and management display a notice in the communal area of the home this was done within eight weeks. Letters were sent out in the post to family members allowing them the opportunity to arrange a meeting with management regarding any concerns they may have had with the change.
4) Staff training and development All existing staff that were offered the senior role had to undergo intensive training, internal and external. This included medication training. All aids and support required for the training was provide by management within the time frame this training was put in place within twelve weeks. 5) All staff time to find alternate employment and staff to adjust to their new roles The change took approximately six to eight months this was adequate time for the nurses to find new employment as well as working their notice.
The senior carer’s had completed the medication training and adjusted to the responsibility of running the shift. The management closely monitored the change to ensure a smooth transfer for both staff and residents. Management did their best to meet all the time frames given and the progress was measured at each staff meeting which were once a month during the change. Implications of the change The main benefit of the change was financial as there are no nursing beds, but the nurses still had to be paid.
There was a high demand for quality residential care homes in the area this ment there was potential that all beds were filled by residential residents. It was also a potential for more respite and day care residents. This was financially beneficial for the home and it improved the lives of the families in the surrounding area. The remaining work load was less demanding which made more time for one to one care, activities, which lead to the improvement of daily living for each resident but it does depend on the level of care they require and their care needs.
The change affected the entire organisation from the owner to the domestics. The nurses had to find alternative employment and the remaining staff who wished to be senior carers had to go through another interview to see if they were suitable for the position that was created. They then had to go through more training in the administrating, ordering, signing in and signing out of medication as well as in house training to learn all aspects of the day to day running of the home and the welfare of the residents and to ensure they felt confident in running the shift and mange staff members and any problems that arise.
The change also affected the residents and their families. Although the residents didn’t require a registered nurse many off them and their families felt more secure in the knowledge that there was a nurse on duty all the time in some cases this could have hinder the progress of the change, if families didn’t feel secure knowing that there wasn’t a trained nurse on duty at all times they could have taken their family member out of our care home and put them into another home. Regular meetings were held for the family members and the residents to prevent it from happening.
The meetings reassured them that all staff would be given the proper training and that it would be to the highest standards. They were also reassured that a deputy manager would be appointed to ensure the home was run smoothly. Any concerns they had could be bought up at the meetings or in a private meeting with the home manger. Any objections or resistance to the change was overcome by ensuring that that all staff, residents and their family members were kept up to date with the progress and the implication of the change. The nurses had to be dealt with in a sensitive manner and kept well informed.
It was important that enough time was given to the nurses so they could find alternative jobs and have time off for interviews. Reassurance was given to staff members. In meetings and in one to one meetings to ensure that everyone involved understood the change and why it was happening. Communicating and implementing the change All staff, residents and their family members had to be informed as everyone was affected by the change. Staffs were informed in writing and at a formal staff meeting. The residents and their families were informed in writing and given an appointment to meet
with the manger and senior staff members ‘to discuss the change and all relevant information was displayed in the communal area of the home. It was important that all staff residents and their families were kept well informed about the change so they were comfortable when the change took place and all the nurses had left. Reassurance was given to all residents and their families that all staff have the experience, knowledge and that they would be trained to the highest standards to keep the home running as smooth as it did when the nurses were present.
The management and senior staff members answered any questions that staff, residents or their family members had. When the home had completed the move from a nursing home to a residential home, it was the mangers role to ensure that all senior members of staff were given the correct and appropriate training and the continuous development of the staff. The management had to complete regular audits of the home to ensure the highest standards of care and consistently maintained. The staffs were aware of the audits and given the results regular.
Both formal and informal meetings were held to discuss the quality and improvement. Model for continuous improvement Decide next step ^ Evaluate success Of the improvement > Continuous improvement < Plan the improvement ^ Implement the Improvement The above model was used as part of the on-going effort to raise the standard of care within the home. The continues improvement of the home means that the needs of the residents are paramount in the changes and involve them wherever possible.
The overall quality of the home focuses on improvement that will enrich the care given and integrates the improvement with little or no disruption. The objectives given are always clearly defined and evaluated on a regular basis to make sure that they are affective. Improvements are evaluated regularly taking into account the views of all parties concerned. Regular meetings and the placement of a suggestion box in the communal area were in place so that all involved were able to give their opinions and suggestions face to face or anonymous.