| Course | NURS 6221 Managing Human Resources |
|---|---|
| Week | Week 11 |
| Paper type | Reflection |
| Length | About 530 words, 4 pages |
| Format | APA 7 student paper |
| School | Walden University |
| Program | Master of Science in Nursing (MSN) |
| Updated | October 2026 |
Free sample paper for NURS 6221 Week 11
Reflection: The Hire I Would Undo, an Internal Transfer Placed Without the Panel
Student Name
College of Nursing, Walden University
NURS 6221: Managing Human Resources
Instructor Name
Month Day, Year
Reflection: The Hire I Would Undo, an Internal Transfer Placed Without the Panel
The Week
In early November, two night-shift nurses on our composite progressive care unit resigned within three days of each other. Holiday coverage was already strained, and I was booking agency nurses for weekend nights. That week, a registered nurse from the medical unit asked to transfer to our nights, and her manager, a colleague I trust, told me she was excellent: reliable, calm and well liked. We had adopted a structured panel interview only a month earlier. Skipping it for an internal transfer with a strong recommendation looked like a reasonable use of trust, and it let me fill a night position within a week. I placed her on nights with a standard two-week orientation.
What Followed
Her manager was right about her reliability and her calm. What neither of us had asked about was the specific work of progressive care. She had not practiced continuous telemetry interpretation or titrated vasoactive and antiarrhythmic infusions under our protocols, and she had not managed patients stepping down from intensive care. In her second week alone on nights, a charge nurse found her unsure how to respond to a run of ventricular tachycardia on the monitor. No harm resulted, but her orientation had to be rebuilt after the fact, with six additional precepted shifts and a telemetry course, at a time when preceptors were scarce. She was open about the gaps and worked hard to close them. The failure was mine, not hers.
There was a second consequence I did not anticipate. Staff knew we had just adopted a panel process with a staff nurse on every panel, and they noticed it had been skipped. Several told me they assumed the process was optional for people with the right connections. A process applied only to external candidates had lost its credibility within a month.
What I Would Do Now
I would run internal and external candidates through the same structured interview. The case for doing so is strong. Structured interviews, with the same job-related questions and anchored scoring for every candidate, predict job performance better than unstructured judgments (Levashina et al., 2014; Schmidt & Hunter, 1998). A trusted colleague's recommendation is a form of unstructured judgment about general qualities, and it could not tell me what I most needed to know: whether this nurse could do progressive care work. One question from our guide, asking her to describe a time she recognized and responded to a cardiac rhythm change, would have surfaced the gap before she started. Consistency matters for fairness, too; interviews that treat every candidate the same way are also easier to defend if a hiring decision is questioned (Williamson et al., 1997).
The pressure of that week was real, but it did not require skipping the process. It required shortening it. A panel of two instead of three, convened within two days, with the six standard questions, would have taken about an hour of three people's time. It would have met the week's urgency and kept the process whole, and it would have told me to plan a longer orientation before, rather than after, she started on nights.
References
Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The structured employment interview: Narrative and quantitative review of the research literature. Personnel Psychology, 67(1), 241-293. https://doi.org/10.1111/peps.12052
Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274. https://doi.org/10.1037/0033-2909.124.2.262
Williamson, L. G., Campion, J. E., Malos, S. B., Roehling, M. V., & Campion, M. A. (1997). Employment interview on trial: Linking interview structure with litigation outcomes. Journal of Applied Psychology, 82(6), 900-912. https://doi.org/10.1037/0021-9010.82.6.900
Reading the NURS 6221 Week 11 instructions
The final NURS 6221 week commonly asks for a reflection on your learning, often through one management decision. You describe the event, analyze it with course concepts and evidence, and state what you would do differently. Faculty reward depth over a list of topics covered. Cite course sources in APA 7. Choosing a decision you regret often produces stronger analysis than a success. The reflection should not blame the colleague who recommended the nurse; the point is the process. Reflections are usually graded on the same analysis standard as other papers. A clear arc moves from the week of the decision, to what followed, to what you would do now.
How the NURS 6221 Week 11 example is put together
First person, past tense, three parts. The first reconstructs the week: two resignations on nights, holiday coverage already strained, a transfer request from a medical unit, and a peer manager's assurance that the nurse was excellent. Skipping the panel looked like a reasonable use of trust. The second part reports what followed without blaming the nurse: telemetry interpretation and titration protocols she had not practiced, an orientation that had to be rebuilt after the fact, and a panel process the staff now believed was optional. The third names what the manager would do now, running internal and external candidates through the same structured interview, and explains that a shortened process, not the absence of one, would have met the week's pressure.
Reading the NURS 6221 Week 11 rubric
Treating a rushed hire as a personal lapse misses what a human resources course has been teaching all term, and a final reflection that does so loses depth credit early. That credit follows the reconstruction of pressure, since hindsight that erases the week's constraints has no lesson left to offer. Integration with earlier assignments earns in a closing week, and linking the alternative to the selection plan does that directly. Specificity about consequences matters: an orientation rebuilt and a process devalued are concrete in a way that regret is not. Fairness to the hired nurse is read carefully, and blaming her would cost more than any structural flaw. First-person voice is expected, while sources are optional in many sections.
NURS 6221 Week 11 help from the desk
Final reflections lose the most when they treat a choice as a personal lapse instead of linking it to course content. Name the concepts. Another common gap is a summary of every week. Focus on one event. Writers also end with vague lessons. State a concrete change, such as using the panel for internal transfers. Avoid blaming others. Use first person. Keep the event short and the analysis long. Explain why time pressure made the shortcut feel reasonable, since that shows insight. Close with how the change protects the next hire. A reader should finish knowing exactly which step of the process you would protect from time pressure next time.
Get a NURS 6221 Week 11 example written to your instructions
For the closing reflection, send the prompt, its word or page limit and the course concepts it expects to see, and a reflection on a fictional manager's hiring choice is drafted for you. The first custom sample is free, 24 to 48 hours. Nothing about a real hire you made needs describing.
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NURS 6221 Week 11 questions, answered
Why choose a hiring decision for the final reflection?
Because a hire touches most of the course: the position description, the selection plan, orientation, retention and budget. A decision with that reach lets the reflection draw on several earlier assignments at once. Your prompt may point toward a different kind of decision, such as a staffing or performance choice, and the same three-part structure still applies.
Should the reflection criticize the colleague who gave the recommendation?
No. The sample treats the recommendation as reasonable information used in the wrong way. The lesson concerns the manager's process, not the colleague's judgment. Reflections that shift responsibility onto others tend to lose marks, and they also miss the course's larger point about systems that have to hold up when someone reviews them later.
Is a reflection graded differently from the other assignments?
Usually the criteria emphasize depth, honesty and links to course concepts more than research and formatting, though many versions still expect clear organization and some evidence. The sample connects its lesson to the week-five selection plan instead of citing new sources, which satisfies integration criteria in most sections. Check your rubric for any citation requirement.
Where can I find a free NURS 6221 Week 11 sample paper?
The internal transfer reflection is printed here with the week of the decision, what followed and what the writer would do now.
What would the writer do differently in NURS 6221 Week 11?
Put internal transfers through the same structured panel interview used for every other hire, even under holiday staffing pressure.