Interprofessional education: Lessons learned from conducting an electronic health record assignment.

Ineffective collaboration and communication contribute to fragmented patient care and potentially increase adverse events, clinical errors, and poor patient outcomes. Improving collaboration and communication is essential; however, interprofessional education (IPE) supporting this cause is not a common practice. Most often healthcare profession students are educated in profession-centered silos limiting opportunities to develop effective communication and collaboration practices. Students from nursing, health informatics, and radiologic technology collaboratively populated an academic electronic health record (AEHR) using fictitious case study data. The assignment was designed to address the Quality and Safety Education for Nurses and IPE Collaborative competencies. The objective was to evaluate students' informatics competency, teamwork behaviors, and communication skills while exploring the different roles and responsibilities for collaborative practice after participating in an interprofessional case study assignment. Students gained experience using the AEHR for data entry, analysis, and application increasing their informatics competency. The assignment required students to communicate and actively collaborate as an interprofessional team to achieve the assignment objectives. Clinical errors often occur during care transitions, so simulating this process in the assignment was essential. Nursing and radiologic technology students had to analyze patient data and develop a hand-off communication template supporting patient safety and optimizing outcomes. The assignment required students to work as an interprofessional team and demonstrate how communication and collaboration is an essential component to quality and safe patient care.

Onboarding new adjunct clinical nursing faculty using a quality and safety education for nurses-based orientation model.

In light of the nursing faculty shortage, many clinical nurses are transitioning to adjunct clinical faculty roles. This transition requires formal orientation programs that are based on an established framework that links academic and practice competencies. The authors propose that linking academic and practice competencies will enhance students' education and promote patient safety. The model described in this article uses the Quality and Safety Education for Nurses (QSEN) competencies to design and deliver an onboarding orientation model for new adjunct clinical faculty. For each QSEN competency, orientation topics, learning objectives for new faculty, and orientation activities are offered. This model serves as a template on which new adjunct clinical faculty can be onboarded, thus lessening role-transition stressors. Adequately prepared adjunct clinical faculty offer students a clinical expert who has received an orientation built on the QSEN competencies.

A nurse manager succession planning model with associated empirical outcomes.

OBJECTIVE: Perceptions of leadership and management competency after a formal nurse manager succession planning program were evaluated. BACKGROUND: A lack of strategic workforce planning and development of a leadership pipeline contributes to a predicted nurse manager shortage. To meet the anticipated needs for future leadership, evidence-based action is critical. METHODS: A quasi-experimental mixed-methods, 1-group pretest/posttest research design was used. Nurses working in an acute care hospital were recruited for the study and selected using an objective evaluative process. RESULTS: Participant perceptions regarding their leadership and management competencies significantly increased after the leadership program. Program evaluations confirmed that participants found the program beneficial. One year after program completion, 100% of the program participants have been retained at the organization and 73% had transitioned to leadership roles. CONCLUSION: Succession planning and leadership development serve as beneficial and strategic mechanisms for identifying and developing high-potential individuals for leadership positions, contributing toward the future nursing leadership pipeline.

Nurse manager succession planning: synthesis of the evidence.

AIM: The literature supporting nurse manager succession planning is reviewed and synthesised to discover best practice for identifying and developing future nurse managers. BACKGROUND: Healthcare succession planning practices are lacking. Nurse managers are historically selected based on clinical skills and lack formal leadership preparation. EVALUATION: A systematic literature search appraises and summarises the current literature supporting nurse manager succession planning. Multiple reviewers were used to increase the reliability and validity of article selection and analysis. KEY ISSUES: New nurse managers require months to adapt to their positions. Deliberate nurse manager succession planning should be integrated in the organisation's strategic plan and provide a proactive method for identifying and developing potential leaders. CONCLUSION: Organisations that identify and develop internal human capital can improve role transition, reduce nurse manager turnover rates and decrease replacement costs. Despite the clear benefits of succession planning, studies show that resource allocation for proactive, deliberate development of current and future nurse leaders is lacking. Additionally, systematic evaluation of succession planning is limited. IMPLICATIONS FOR NURSING MANAGEMENT: Deliberate succession planning efforts and appropriate resource allocation require strategic planning and evaluation methods. Detailed evaluation methods demonstrating a positive return on investment utilising a cost-benefit analysis and empirical outcomes are necessary.

Nurse manager succession planning: a concept analysis.

PURPOSE: The current nursing leadership pipeline is inadequate and demands strategic succession planning methods. This article provides concept clarification regarding nurse manager succession planning. CONCLUSION: Attributes common to succession planning include organizational commitment and resource allocation, proactive and visionary leadership approach, and a mentoring and coaching environment. Strategic planning, current and future leadership analysis, high-potential identification, and leadership development are succession planning antecedents. Consequences of succession planning are improved leadership and organizational culture continuity, and increased leadership bench strength. PRACTICE IMPLICATIONS: Health care has failed to strategically plan for future leadership. Developing a strong nursing leadership pipeline requires deliberate and strategic succession planning.