They emphasize that individual nurses are responsible for determining their own competence and developing their professional selves to protect the public by advocating and caring for their patients. The article cites examples of various standards and learning domains.
Many specialty organizations offer expert materials with competencies for nurses transitioning to a new role. Most specialty nursing organizations list education as part of their mission or values, promoting competencies as one reason for their existence.
Every specialty organization seeks to support nurses in their ability to care for patients and advocate on their behalf. Transitioning to a new specialty in nursing practice is an exciting career opportunity. It allows nurses to explore new dimensions of their professional role, learn new aspects of their profession, and meet new people. Join your specialty nursing organization and take advantage of their educational offerings to support your career. Andrew D.
Selected references American Nurses Association. Nursing: Scope and Standards of Practice. Silver Spring, MD: Author; American Nurses Association. Position statement: Professional role competence. Reaffirmed November Recognition of a nursing specialty , approval of a specialty nursing scope of practice statement, and acknowledgement of specialty nursing standards of practice.
Emergency Nurses Association. Emergency Nursing: Scope and Standards of Practice. Fowler M. Remediation: a necessary function for employers to correct incompetence regarding clinical professional registered nurse practice. A framework for creating and evaluating competencies for emergency nurses. First, it tells the student and the faculty member what the student needs to know upon graduation to be considered a competent graduate.
It provides guidelines to the student and the faculty member as to what needs to be taught. Competencies are also widely used in work settings because they serve as an objective mechanism for the employer to establish expected behaviors or outcomes for the employees. The employees can use these competencies as their guideline for development so they understand what the employer expects them to do not only in their current position but also if they seek advancement. Well-structured competencies serve as an evaluation platform because they tell the employees what they are expected to do to be successful.
There are thousands of sources of competencies available. Dye and Andrew N. It was published in by Health Administration Press, has pages, 22 chapters, and is available both in softcover and as e-book. The authors put forth the idea that exceptional leaders use competencies to guide and develop their performance. The competencies encompass the leader's set of personal and professional skills, knowledge, values, and traits.
Dye and Garman present 16 competencies grouped as four cornerstones overlaying a healthy self-concept. The book begins with a case study of the mythical St Nicholas Health System. This case study is used for illustrative purposes throughout the remainder of the book as certain competencies are discussed and examples given.
Each competency is described, as well as what action or behaviors demonstrate this competency. Common skill deficits that prevent successful mastery of the competency are discussed. There are highlighted boxes that address the over- or misuse of each competency as well. Each chapter also has two mini cases and discussion questions for the reader's self-reflection.
Unlike a list of competencies generated by an organization for use by its members or employees as a guide or evaluation, the approach taken by this book is more conceptual and helps the reader learn what is meant by the particular competency and how he or she may be able to learn the skill.
Not surprisingly, the book is divided into five parts; the first four parts focused on one of the cornerstones. Cornerstone 1, Well-Cultivated Self-Awareness, has two chapters. As is the pattern for all chapters addressing a competency, Leading With Conviction Competency 1 begins with a vignette based on the case study and leads the reader into the competency being discussed. Competency 2 is Using Emotional Intelligence. The second cornerstone, Compelling Vision, includes three competencies: developing the vision, communicating the vision, and earning loyalty and trust.
Masterful Execution is the third cornerstone and includes generating informal power, building true consensus, mindful decision making, driving results, stimulating creativity, and cultivating adaptability. This includes the competencies of listening like you mean it, giving great feedback, mentoring, developing high-performing teams, and energizing staff. Part 5 contains six chapters that address aspects the reader may encounter as he or she puts the 16 competencies to work.
Nurses having the best knowledge can do their job more efficiently, which will not only influence the well-being of patients, improve the provision of medical care, and also satisfy nurses with their work. Category: General Issues. Contact us Sitemap. Why are Nursing Competencies Important? What is competence?
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