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DRAFT JENJANG KARIR PERAWAT MANAJER INDONESIA

A. Pengantar

Profesi keperawatan di Indonesia terus berkembang, baik pada aspek pelayanan, institusi
pendidikan keperawatan maupun organisasi profesi keperawatan. Perkembangan profesi
keperawatan dipengaruhi oleh perubahan kondisi kesehatan masyarakat, IPTEK di bidang
kesehatan, kebijakan – kebijakan di bidang kesehatan atau sektor terkait baik nasional
maupun internasional. Perubahan – perubahan ini merupakan tantangan bagi profesi
keperawatan terutama bagi perawat manajer sebagai perawat yang bertanggung jawab
terhadap pengelolaan pelayanan / asuhan keperawatan. Kemampuan dan kemauan
perawat manajer mengelola perubahan – perubahan dengan baik merupakan ISU PENTING
dalam perkembangan profesi keperawatan.

Perawat manajer adalah perawat yang berperan melaksanakan fungsi manajemen dalam
pelayanan / asuhan keperawatan di fasilitas pelayanan kesehatan dan unit – unit praktik
keperawatan, sehingga pelayanan/ aspek dapat dilaksanakan secara efektif dan efisien.
Perawat merupakan pemimpin, pengarah, pembahasan dalam manajemen pelayanan
keperawatan di fasilitas pelayanan kesehatan. Perawat manajer merupakan “key person“
bersama seluruh sumber daya manusia perawat menjalankan pelayanan/ asuhan
keperawatan sehingga terpenuhi kebutuhan klien, individu, keluarga, kelompok dan
masyarakat.

Berdasarkan kedudukan peran serta fungsi perawat manajer sangat penting, maka
Himpunan Perawat Manajer Indonesia (HPMI) – PPNI mengembangkan Jenjang Karir
Perawat Manajer, kompetensi dan sistem Pendidikan Berkelanjutan ( PBD / CPD ) “

B. Tujuan :

Diperoleh pemahaman tentang :


1. Sistem jenjang karir perawat
2. Jenjang karir perawat manajer
3. Kompetensi perawat manajer
4. Sistem sertifikasi perawat manajer
5. Road map Nasional Penerapan Jenjang Karir Perawat Manajer
C. Sistem Jenjang Karir Perawat Indonesia

D. Jenjang Karir Perawat Manajer di RS

Jenjang karir perawat manajer merupakan bagian dari sistem jenjang karir perawat,
menggambarkan arah perkembangan profesi perawat manajer yang digambarkan dengan
tingkat/level dan kompetensinya. Karir perawat manajer memiliki 5 tingkatan yaitu Perawat
Manajer (PM) I (Satu) sampai V (Lima)

Lima tingkatan ini identik dengan top, middle dan lower manager. Lower Manager
disepakati sebagai perawat manajer yang berperan sebagai “Kepala Unit Ruang Rawat/
Kepala Ruangan“, Middle manager adalah perawat manajer yang berperan sebagai kepala
seksi koordinator pelayanan pada area tertentu, sedangkan top manager adalah perawat
manajer yang berperan sebagai Kepala Bidang / Direktur pelayanan keperawatan di suatu
rumah sakit. Penerapan jenjang karir perawat manajer di fasilitas pelayanan kesehatan RS
dapat dilihat pada bagan berikut.
NO LEVEL POSISI / JABATAN / PERAN
PERAWAT RS TIPE A RS TIPE B RS TIPE C RS TIPE D
MANAJER
(PM )
Kepala Ruang Kepala Ruang Kepala Ruang Kepala Ruang
1 PM I

2 PM II Manajer Area Manajer Area Kasie RS Kasie RS

3 PM III
Kasie Kasie Kabid Kabid

4 PM IV Kabid Kabid - -

Dir.Keperawatan/
PM V Wadir. - - -
5
Keperawatan

E. Kompetensi Perawat Manajer di RS

Kompetensi adalah integrasi pengetahuan, keterampilan dan sikap yang diperlihatkan


dalam bentuk kinerja sesuai standar ditetapkan oleh industri. Kompetensi diperlukan untuk
melaksanakan praktik dengan aman sesuai peran dan tatanannya (rangkuman dari
beberapa pengertian kompetensi). Untuk melaksanakan tugas-tugasnya, perawat manajer
harus menguasai kompetensi-kompetensi dipersyaratkan. Berbagai pendekatan
dipergunakan untuk mengembangkan kompetensi perawat manajer. Pendekatan RMCS
yaitu standar yang dikembangkan berdasarkan pada tugas atau pekerjaan yang dibutuhkan
dari suatu bidang pekerjaan, dalam hal ini manajemen pelayanan-asuhan sesuai dengan
jenis dan sektornya yaitu keperawatan dan dirumuskan ke dalam unit kompetensi.
Berdasarkan level/ tingkatan manajer, maka perawat manajer dikelompokkan menjadi 3
(tiga) tingkatan yaitu manajer top (top manager), manajer menengah (middle manager),
dan manajer bawah (lower manager) untuk memudahkan dalam merumuskan kompetensi-
kompetensinya.
F. SKEMA SERTIFIKASI PERAWAT MANAJER

Skema sertifikasi merupakan bagian dari kredensialing perawat manajer untuk menjamin
kompetensi yang dimiliki, diimplementasikan dan dikembangkan sesuai jenjang karirnya.
Sertifikasi juga merupakan pengakuan bagi seorang perawat manajer sesuai levelnya.

1. Ruang Lingkup Skema Sertifikasi

Pada tahap awal, lingkup skema sertifikasi perawat manajer dibatasi untuk perawat
manajer di fasilitas pelayanan keperawatan di rumah sakit. Lingkup sertifikasi :

a. Sertifikasi melalui pemberian ijazah pendidikan formal diperoleh setelah lulus


mengikuti Program Magister Kepemimpinan dan Manajemen Keperawatan yang
diselenggarakan di beberapa fakultas Ilmu Keperawatan (dikembangkan oleh
kolegium keperawatan).

b. Sertifikasi pemberian sertifikat kompetensi pendidikan nonformal (pelatihan)


menjadi tanggung jawab PPNI melalui HPMI. Untuk memenuhi setandar pelayanan
di RS, maka sertifikat kompetensi akan dirancang berstandar Nasional juga
mengadaptasi standar Internasional.

c. Sertifikasi setiap tingkat manajer sesuai jenjang karir perawat dilakukan di RS


(disepakati)

2. Tujuan Sertifikasi

Sertifikasi perawat manajer meempuyai tujuan :

1. Memberikan jaminan bahwa perawat manajer dapat melaksanakan tugas dengan


baik dan benar
2. Memberi pengarahan kepada setiap perawat manajer sesuai kompetensi yang
dimiliki
3. Sebagai dasar proses rekruitmen, seleksi dan penempatan perawat manajer di RS
4. Sebagai dasar pengembangan kompetensi dan program pelatihan manajemen
pelayanan asuhan keperawatan
5. Memberi peluang pemasaran perawat manajer

3. Pengelolaan Kompetensi

Kompetensi – kompetensi perawat manajer perlu dikelola sehingga dapat mendukung


perawat manajer dalam melaksanakan tugas manajemen pelayanan - asuhan
keperawatan.
Kompetensi dikemas dalam 2 (dua) bentuk yaitu

a. Paket kompetensi, kompetensi – kompetensi di kluster berdasarkan tingkatan


jenjang karir perawat manajer yaitu :

PM I : Manajer Bawah

PM II, III : Manajer Menengah

PM IV dan V : Manajer Atas

b. Kompetensi tunggal, kompetensi manajerial yang advance / lanjut, komplek dan inti
bagi perawat manajer.

Selanjutnya setiap kompetensi (Unit Kompetensi) di deskripsikan mempergunakan


komponen /struktur kompetensi mencakup judul, deskripsi, elemen, kriteria unjuk kerja,
batasan variabel dan kompetensi inti.

4. Proses Sertifikasi Perawat Manajer di RS

Proses sertifikasi merupakan tahapan untuk memperoleh sertifikat kompetensi sebagai


perawat manajer. Sesuai dengan lingkup sertifikasi maka proses sertifikasi sbb:

a. Melalui jalur pendidikan formal, yaitu : Program Pendidikan Magister Kepemimpinan


dan Manajemen Keperawatan ( sudah ada sistemnya )

b. Melalui jalur pendidikan nonformal, yaitu: Pelatihan , mempergunakan kebijakan


PPNI yang dikembangkan oleh HPMI. Adapun prosesnya adalah :

1) Perawat manajer/ calon mengajukan permohonan mengikuti pelatihan sesuai


dengan kompetensi
2) Mengikuti pelatihan
3) Asesmen kompetensi dalam rangka memperoleh sertifikat kompetensi

c. Melalui penilaian kinerja berbasis kompetensi di tempat bekerja (RS)

1) Mengajukan permohonan asesmen kompetensi


2) Melakukan pra konsutasi
3) Mengikuti asesmen kompetensi
4) Menerima keputusan asesmen kompetensi
5) Mengajukan banding ( jika diperlukan )
6) Direkomendasikan memperoleh sertifikat kompetensi
G. PENGEMBANGAN PROFESIONAL BERKELANJUTAN PERAWAT MANAJER (P2BOM)

Perawat manajer harus terus berkambang agar dapat menghadapi tantangan, perubahan
pelayanan kesehatan dan kebijakan – kebijakan terkini. Program pengembangan
professional berkelanjutan bagi perawat manajer disusun mempergunakan pedoman P2KB
PPNI dan kesepakatan jenjang karir perawat manajer.

1. Filosofi

“ Keperawatan sebagai profesi terus berkembang, sehingga anggota profesi termasuk


perawat manajer harus belajar seumur hidup sebagai perwujudan nilai - etika
profesinya“

“ Perawat Manajer sebagai modal bertanggung jawab membangun “Budaya Belajar dan
terus berkembang “ mengawal penerapan ilmu keperawatan”

“ Perawat Manajer Kompeten “ merupakan komitmen, tekad dan janji kami kepada
masyarakat

2. Program Pengembangan Professional Berkelanjutan Perawat Manajer

a. Perawat Manajer Bawah / PM I ( Kepala Ruangan )

1) Manajemen Unit Ruang Rawat / Bangsal


2) MBO dan Implementasi
3) Supervisi Klinik
4) Penugasan Kerja Perawat
5) Sistem Pemberian Asuhan Keperawatan
6) Manajemen Konflik
7) INTERPROFESIONAL tim

b. Perawat Manajer Menengah / PM II dan PM II ( Koordinator / Kasie )

1) MBO
2) Manajemen Konflik
3) Manajemen Risiko
4) Supervisi manajerial
5) Penilaian kinerja perawat = asesmen keperawatan
6) Manajemen mutu
7) Fungsi ketenagaan
8) Jenjang karir perawat
c. Perawat Manajer Atas, PM IV dan V ( Direktur/Wadir/Kabid Keperawatan )

1) Perencanaan strategis pelayanan keperawatan RS


2) Manajemen pelayanan keperawatan RS
3) Sistem pembiayaan pelayanan keperawatan RS
4) SP2KP – PMK
5) Kepemimpinan Keperawatan
6) Perubahan dan Inovasi pelayanan keperawatan
7) Jenjang karir perawat
8) Fungsi ketenagaan perawat
DAFTAR KOMPETENSI PERAWAT MANAJER

KOMPETENSI LOWE MIDDL TOP


R E
PROFESSIONAL PRACTICE, ETHIC, LEGAL, CULTURE SENSITIVE
1. Integrating the Indonesian Nurses ethical codes (PPNI, 2010) and high v v v
professional values in the daily work activities.
2. Ensure that all staff nurses perform the clinical practice in accordance v v v
with the principles of ethics; protect the autonomy, dignity, and rights of
clients.
3. Maintaining therapeutic and professional relationships between nurse v
and client in the ward.
4. Able to manage the practitioner nurses in preserving the ethic code of v v
nursing.
5. Able to improve the performance of his/her ward. v
6. Understand the government regulations about healthcare, healthcare v v v
professionals practice.
7. Create an effective work environment which recognize and values v v v
differences.
8. Demonstrate knowledge on hospital procedure including: service v v v
procedure, nursing care, human resource management, facility and
nursing equipment.
9. Analyze and recommend corrections on illegal practice, incompeten, or v v
practices with not accordance to the standard.
10. Maintain quality service and nursing care based on standard and v v v
nursing code of ethic.
11. High integrity/dedication to the organization and profession. v v v
12. Healthcare policy knowledge. v v v
13. Understand the Ministry of Health Decree No. 148/2010 about v v v
Implementation of nursing practice permit.
14. Nationalism and high loyalty to the hospital and organization. v v v
15. Understanding of law, policy, economic condition and social factors that v v v
influence healthcare planning.
16. Able to solve management problem ethically. v v
17. Develop and facilitate nursing research on ethical issues in the nursing v v
care.
18. Building trust with medical staff in the role of patient care advocate, v v v
quality service, and profession.
KOMPETENSI LOWE MIDDL TOP
R E
NURSING CARE AND MANAGEMENT

19. Mastering on the basics and advance level of nursing care. v


20. Mastering on the cases (diseases) in the ward. v
21. Mastering on the nursing care in the ward which is under his/her v
responsibility.
22. Able to be a consultant for the team leader/PN. v v
23. Facilitate the appropriate information system to the patient about risk, v v
and result
24. Design an integrated nursing care delivery model which includes all the v
nursing process.
25. Identify nursing care readiness. v
26. Able to make innovation in the nursing care. v
27. Able to be responsible for the nursing service. v
PLANNING

28. Able to make planning on equipment utilization in his/her ward. v


29. Able to make planning on nursing staffs needs by the ward. v
30. Demonstrate understanding on hospital's goal. v v v
31. Motivate and influencing people to actively participate in arranging long v v
term planning.
32. Demonstrate futuristic vision based on the hospital's vision. Innovative v
in making development planning.
33. Create nursing vision. v
34. Assess the internal and external environment to identify organization’s v
strength, weakness, opportunity and threat in strategic planning.
35. Create objectives of a program. v
36. Analyze staffing budget. v v
37. Able to make an efficient planning v v
ORGANIZING

38. Create work environment which facilitate team to be able to work v v v


according to standard.
KOMPETENSI LOWE MIDDL TOP
R E
39. Design an ergonomic work environment to prevent injury. v v v
40. Able to give tasks to staff based on their capability. v v v
41. Demonstrate understanding on all the procedures in the hospital. v v v
42. Doing review on rules, procedures periodically according to unit's need. v
43. Develop rules and procedures suitable to the unit's operational target. v
44. Develop risk management and supervise the implementation v v
mechanism.
45. Design an ergonomic work environment to prevent injury. v v v
DIRECTING

46. Build a commitment together with all the staffs that will always do the v v
best nursing practice and professional in order to reach vision and
mission of the hospital.
47. Able to do effective communication in performing tasks. v
48. Able to build teamwork and do collaboration with other health v
professionals, installation, patients, and families.
49. Able to disseminate the hospitals policy to the staffs. v v
50. Able to do delegation. v v v
51. Able to motivate staffs. V
52. Communicate and Clarify organization's value and goal to the V
employee.
53. Able to do effective communication from the upper level to the lower V V V
level and vice versa.
54. Motivate staffs to improve their performance. V V V
55. Able to communicate the hospitals procedure to the staffs. V
56. Create a good collaboration with other installation. V V
57. Motivate staffs to do value clarification through active listening and V V V
giving feed back.
58. Able to do effective communication to deliver information both from V V V
inside and outside hospital.
59. Good coordination in doing tasks. V V V
60. Able to give guidance to the new nurses in doing her/his tasks. V
61. Able to manage human resource in the ward. V
62. Develop an equitable scheduling policy, balancing the staffs formation V
based on competencies and communicate it to all staffs.
KOMPETENSI LOWE MIDDL TOP
R E
63. Giving any kind of reward to the staffs with good achievement/well V
performed.
64. Allocate nursing staffs based on patients’ level of dependence. V
65. Facilitate career staffs’ development who are under his/her V V V
responsibility.
66. Good coordination. V V V
67. Communicate organization's goal to staffs. V V
68. Disseminate all programs that will be implemented. V V V
69. Communicate and clarify the organization's goals and values. V V V
70. Able to use the informal organization to reach organization's goal. V
71. Able to do coordination with other profession. V V V
72. Able to do effective communication to deliver information both from V V V
inside and outside hospital.
73. Able to do division of tasks V V V
74. Develop partnership in nursing. V V V
75. Building trust to the other health professionals as a nursing care V V V
advocate, service quality and profession.
76. Able to advocate in accordance to his/her authority and responsibility. V V V
STAFFING
77. Develop and determine recruitment system. V
78. Able to manage staff development program and carrier plan V V
development.
79. Give response to staffing issues. V V
80. Able to manage human resource in the hospital effectively and V
efficiently.
81. Facilitate staff in doing task to reach organization's goal. V V V
82. Reward appropriate behavior and good achievement. V V
83. Able to utilize many ways to motivate staffs. V V V
CONTROLLING
84. Able to become a controller. V V V
85. Utilizing achievement of Quality control programs as a performance V V
indicator for employee, rewarding, training, and staff's discipline
mentoring.
86. Manage performance through rewarding, setting up, cancelling, and V
discipline action.
MONITORING AND EVALUATION
87. Able to do performance evaluation objectively. V V V
88. Utilize monitoring as one method to evaluate goals. V V V
89. Access appropriate resources to get data in quality control. V
90. Manage and analyze monitoring data and set a follow up planning. V V
KOMPETENSI LOWE MIDDL TOP
R E
91. Active in quality control. V V V
92. Able to do supervision. V V V
93. Able to do monitoring and evaluation based on program. V V V
94. Able to do monitoring. V V V
95. Able to do supervision. V V V
96. Utilizing controlling process and evaluation for improving and V V
maintaining quality and productivity.
97. Critically analyze organization's problem. V
98. Evaluate and interpret customer satisfaction survey and quality service V V
as well as create the follow up.
99. Able to do service evaluation. V V V
100. Able to do program evaluation. V V V
LEADERSHIP
101. Able to lead. √ √ √
102. Able to be a role model as a manager in a ward. √
103. High awareness to the hospital environment, patients and colleague. √ √ √

104. Act as a role model to the staffs, accept responsibility in the nursing √
care.
105. Able to be a role model as a nurse, good attitude and behavior. √ √ √
106. Able to manage conflict in the ward. √
107. Be a role model in nursing care service and establish hospital's rule. √ √
108. Able to make an appropriate decision. √ √

109. Able to give alternative solution for problem as well as its pros and √ √
cons.
110. Serve as a professional role model and mentor for the future nursing √ √
leader.
111.Able to become a role model. √ √ √

112. Able to make an appropriate decision. √ √ √

113. Able to give alternative solution for problems. √ √ √


114. Act as a change agent. √ √ √
115. Convincing physical appearance. √ √ √
116. Broaden knowledge and wide insight. √ √ √
117. Able to utilize research results on nursing management. √
KOMPETENSI LOWE MIDDL TOP
R E
PROFESSIONAL, PERSONAL, AND QUALITY DEVELOPMENT
118. Able to speak foreign language, at least English. √
119. Always keep update on knowledge which supports work. √ √ √
120. Computer literate. √ √ √
121. Motivated to conduct research. √
122. Demonstrate the value of lifelong learning and improving ability to √ √ √
improve and develop globally competitive nursing care service.
123. High motivation to do research. √ √
NURSING EDUCATION
124. Able to be a good mentor. √ √ √
125. Willing to guide nursing students. √ √

126. Be patient and sincerely in guiding nursing students. √


127. Create a conducive environment for students preceptor ship program. √
128. Motivated either party to participate in the nursing students' √
preceptorship program.
129. Able to motivate either parties in the nursing students’ internship √ √
program.
SOFT SKILLS
130. Good emotional intelligence √ √ √
131. Have a spirit √ √ √
132. Discipline √ √ √
133. Honest and responsible √ √ √
134. Discipline √ √ √
135. Value feedback √ √ √
136. Become good listener √ √ √
137. Innovative √ √ √
138. Never give up. √ √ √

139. Able to convince people for nursing care service purposes √ √


PM V

PM IV TOP MGR
PM IV ( 3 th )
TOP MGR S2 MGT 8 thn
PM III PM III ( 3 th ) S3 Kep. 5 th
S2 MGT 6 thn SIP,STR
MIDDLE MGR
S3 Kep. 3 th ...................
MIDDLE MGR PM II ( 3 th )
SIP,STR ....................
Ners 9 thn
PMI II( 3 th )
PM .................. ....................
Ners 6 thn S2 MGT 4 th
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S2 MGT 2 th Sertifikat
PM I .................... ....................
Sertifikat Leardership
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Managemen Advance II
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LOWER MGR Bidang SIP,STR
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PK II ( 2 th ) Keperawatan ...................
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Sertifikat 80 jam. ....................
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manajemen Sertifikat ....................
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bangsal Leardership ....................
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Ners. Advance I ....................
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Sertifikat Basic SIP,STR ....................
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Leadership ................... ....................
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SIP,STR .................... ....................
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