Now that health boards are responsible for running nursing homes in Scotland, a simple option would be to view them as medical institutions, viewing service delivery through the lens of the NHS rather than through the lens of social care.
Nursing homes are not clinical hospitals, but are homes for residents and should offer a homely environment that helps avoid hospitalization. In addition, for nursing homes to be the place people want to be, a career in nursing must be seen as a positive choice, and nursing homes must be viewed positively by their clients—residents and their families—instead of being viewed as the latter. resort for the needy.
The current mood among staff in the sector is resilient, but some feel criticized despite doing their best in times of emergency. To improve the system, it is essential that everyone is involved in creating a people-centered culture that allows people, both living and working in nursing homes, to thrive.
Personally oriented practice is not just an interaction with service users, it is an entry into a relationship of mutual respect. If employees themselves do not experience human-centered care, then there is a high chance that residents will not experience it.
The sector faces well-documented challenges in recruiting and retaining staff. Comments on this issue usually focus on the low wages received by frontline workers, but the system cannot be fixed simply by replenishing wage packages. Multidisciplinary teams of nurses, caregivers, allied health professionals, managers, chaplains and social workers are an important contributor to the overall success of service delivery and management, and all staff need a rich learning environment to reach their potential as leaders.
Access to special education for the nursing home sector is an area of education that has unfortunately been neglected in the past. At Queen Margaret University, we have leveraged our wide range of expertise in the nursing home sector to provide this development opportunity to a range of professionals (clinical and non-clinical) who want to advance their own practice and enhance the care experience. residents of the house, as well as their full-time brigades. Most importantly, our program is based on the philosophy of personality and the latest research and practice development methodologies.
Nursing home ownership and management spans both the public and private sectors, and it will take time to change the processes that influence the culture so that the needs of the individual are always the focus and not systemic requirements. Nursing home standards will be raised through the development of clinical and managerial leadership to create an environment where residents and staff feel good.
Investing in staff training and development is just as important as fair pay in the long run. This on-the-job training and online learning helps make nursing home work a positive career choice. Developing staff as a human-centered leader and manager, along with enhanced clinical skills, will help achieve the culture needed to create a thriving nursing home. Employee retention will improve, employees will be happier and more productive at work, and residents’ quality of life will improve.
Dr. Karen Rennie, Program Manager, PGDip, Human-Centered Practice (Advanced Home Practice), Queen Margaret University