You are the director of an outpatient, senior community center, a position that you have held for 6 years. You are comfortable with your role and know your staff well. Recently, your lead registered nurse resigned. Two of your staff, Nancy and Sally, have applied for her position.
Nancy, an older nurse, has been with the organization for 8 years part time. Most of her work experience prior to her hire at the senior community center was in acute care nursing. She performs her job competently and has good interpersonal relationships with the other staff and with patients and physicians. Although her motivation level is adequate for her current job, she has demonstrated little creativity or initiative in helping the center establish a reputation for excellence, nor has she demonstrated specific skills in predicting or planning for the future.
Sally, a nurse in her mid-30s, has been with the organization and the unit for 2 years. She has been a positive driving force behind many of the changes that have occurred. She is an excellent clinician and is highly respected by physicians and staff. The older staff, however, appear to resent her because they feel she attempted too much change early in her employment. Both nurses have baccalaureate degrees and meet all the qualifications for the job. Both nurses can be expected to work at least another 5 years in the new position. There is no precedent for your decision.
You must make a selection. If you do not use seniority as a primary selection criterion, many of the long-term employees may resent both Sally and you, and they may become demotivated. You are aware that Nancy is limited in her futuristic thinking and that the center may not grow and develop under her leadership as it could under that of Sally.
DQ: Identify how your own values will affect your decision. Rank your selection criteria and make a decision about what you will do. Determine the personal, interpersonal, and organizational impact of your decision.