JACKLINE
IAHSS Supervisor Manual (3rd edition) Instructor
Presentation With Questions And 100% Correct
Answers
Terms in this set (104)
As a supervisor, your actions can result in liability to the organization and to you personally.
Experiences play a major role in becoming an effective supervisor.
Supervision requires good judgment and the ability to not over-react or under-react.
Change, Challenge & Opportunities
A healthcare facility is characterized by a rapidly changing environment.
Regulation of the healthcare industry, ongoing managed care mandates, restructuring of healthcare
organizations, impact of technology, and ongoing social and ethical factors.
Supervisors serve as the link between the higher levels of administration and the employees at the
base of an administrative pyramid.
Physicians do not typically fall into the pyramid, a common complicating factor.
The Demands of the Security Supervisor Position The supervisor is responsible to employees, his/her supervisor, to act as a connecting link between
leadership and employees, and maintain good relationships with leaders and supervisors from other
departments.
A customer focus and good technical and professional skills are necessary.
IAHSS Supervisor Manual (3rd edition) Instructor Presentation
, Necessary skills:
Above-average leadership skills
Team-building skills
Good communications skills
Basic Elements of Supervision
Excellent follow-through on projects and special assignments
Regularly demonstrated interpersonal skills
The performance of the security officers you supervise shows your leadership ability.
The most important factor in being a healthcare security supervisor is honesty and integrity.
Be flexible - adjust and overcome when things do not go as planned.
Have a positive attitude about your department, your organization, and your profession.
Be technically proficient.
Suggestions for the Effective Supervisor Find time for professional development.
Stay abreast of changes in your local environment and the industry.
"Your ability to create constructive change can be the greatest single indicator of your supervisory
performance."
Chapter 2
Supervisor Responsibilities
The size of an organization often determines the security department's structure. The larger the
organization, the more likely security will have multiple levels of supervision.
Organizational Structure Having a champion for the security cause as close as possible to the top executive of the
organization may very well determine the success of the department and, quite importantly, its
funding.
Your success as a supervisor depends on your ability to:
Make sound, value-based judgments
Be honest, fair, and ethical
Listen with genuine interest
Be accountable—especially when you make a mistake
Make tough decisions
Success in Supervising Make timely decisions
Display personal and professional confidence
You must be balanced in the way you interact with staff, subordinates, superiors, and the
organization.
Employees are security's most valuable asset:
Security officers make most of the critical (in-the-moment) security decisions in the organization.
Labor and labor-related costs amount to more than 93% of all security operating budgets.
IAHSS Supervisor Manual (3rd edition) Instructor Presentation
, Trust has the most impact on one's ability to successfully supervise.
Advocate for your employees and do your best to put employees in situations where they are most
likely to be successful.
Success in Supervising
As much as you are an advocate for the employee, you are equally, if not more, an advocate for the
organization.
Most supervisory work falls into the categories of personnel and tasks.
Hiring the right people, training, and retraining
Giving recognition
Coaching and mentoring
Key Personnel Responsibilities Evaluating performance as an ongoing process
Taking disciplinary action and terminating employees
Dealing flexibly with employees' personal issues
Effective listening is key
Documentation
Often, ability to communicate in writing determines an individual's success as a supervisor.
Scheduling
The schedule must, first, work for your organization and, second, be fair and equitable for your staff.
Budgets
Being able to justify staffing needs is important
Key Supervisory Tasks
Other assigned duties
A means to contribute to the growth of the department as well as your own personal and
professional growth.
Policies and procedures
Investigations
Uniforms and equipment
Every one of us wishes we had a person to take care of the
"little things" that affect us.
Schedules completed in advance, supplies ordered on time,
etc.
Keep problems small - address them as they arise.
Keeping an Eye on the Little Things
You will be respected for making a decision and standing by
it.
Good supervisors do not happen by accident.
They are a product of hard work, tremendous patience,
continuous learning, and a genuine commitment to staff.
Chapter 3
Employee Relations and Employee Appraisals
IAHSS Supervisor Manual (3rd edition) Instructor Presentation
, 8/2/24, 2:05 PM
Employee relations are the employer-employee relationships that promotes morale, motivation, and
productivity.
The goal of employee relations is to prevent and resolve employee problems that are a product of
Employee Relations or affect employee work situations.
Management has the responsibility to provide employees with a clear interpretation of the
organization's mission, vision, policies, and goals.
Monthly meetings promote effective employer-to-employee relations.
Focusing on employee recognition develops an atmosphere that promotes teamwork, cooperation,
innovation, and appreciation for individual and collective contribution.
Goals of employee recognition
Reinforce desired behaviors in the workplace
Improve staff morale and satisfaction
Increase productivity
Employee Recognition Promote teamwork
Reward positive attitudes
Deter negative attitudes
Demonstrate value to the organization
Increase loyalty to the organization
Decrease turnover
Create satisfied employees who contribute to satisfied patients and favorable Press Ganey scores
The Joint Commission mandates that employee performance evaluations be completed and include
the following: (The Joint Commission 2006; HR 1.20, 3.10, and 3.20)
Planning
Employee Appraisals Determine if staff qualifications are consistent with the employee's job responsibilities.
Assessing Competence
Assess, demonstrate, and maintain the staff's competence to perform job responsibilities.
Periodic Evaluations of Performance
Observe the work being performed
Evaluate the results
Maintain records
Communicate with the employee
Employee Appraisal An Ongoing Process Train the employee
Observe performance again
Types of reviews
New hire appraisal, probationary appraisal, ongoing information review, and formal review.
