The AWARE Framework: A Technology-Driven Approach to Creating a Safer Care Environment.

ABSTRACT: The alarming rise in workplace violence against healthcare workers, particularly nurses, is concerning. Addressing this complex issue requires a systematic, technology-driven approach. The AWARE Framework offers nurse leaders an actionable strategy to create a safer care environment by integrating advanced digital solutions.

Cultivating a Cycle of Positive Human Experience.

This article discusses the impact of the healthcare industry's workforce crisis on the patient experience and explores how technology can alleviate the pressure on patient care teams, reestablish the human connection between nurses and patients, and create a virtuous cycle in healthcare. By working together and leveraging digital solutions, healthcare organizations can develop more effective and efficient systems of care delivery that ultimately benefit both patients and care teams.

To End Workplace Violence, Integrate High-Tech With High-Touch.

A leader should create an environment in which everyone feels safe. Yet, there is a rising, deadly epidemic in healthcare on the heels of the COVID-19 pandemic: workplace violence. Healthcare workers, particularly nurses, are at a far higher risk of violence on the job compared with most other professions. Leaders have the power to reverse this trend by sounding the alarm, doubling down on their commitment to workplace safety organization-wide, and taking a comprehensive approach that integrates high-tech with high-touch strategies.

It Is Time to Focus Digital Strategy on Supporting Nurse Workflow.

In this column, 2 recognized healthcare leaders discuss the stresses experienced by nurses in today's workforce and offer suggestions for the use of technology in improving nurse engagement as well as the quality of patient care.

7 Executive Strategies to Stabilize the Nursing Workforce.

The COVID-19 pandemic exacerbated long-standing challenges in the workforce, resulting in a shortage of nurses that has now reached crisis levels. At the same time, there is a concerning "skills gap" that has been emerging for some time. Leaders have typically relied on legacy recruitment and retention strategies to mitigate these challenges, but these will not be sufficient to address staffing gaps. In this article, the authors discuss how current staffing challenges differ from previous workforce shortages and propose 7 executive strategies for C-suite leaders to prepare for the future nursing workforce.

A 4-Part Strategy to Engage Frontline Nurses in Cultural Humility.

Although many clinical leaders use the cultural competency model to help clinicians deliver equitable care, evidence on the model's effectiveness is mixed. In this article, the authors propose that nursing leaders adopt cultural humility as a framework that better positions nurses to build trust, engage patients in their care, and improve health outcomes. This article outlines 4 strategies that leaders can use to actively engage staff in cultural humility and support the cultural transformation required to mitigate the impact of clinician bias in care delivery.

Nursing's Staffing Mandate: Build a More Flexible Workforce.

The COVID-19 pandemic exhausted the nursing workforce, casting doubt that future supply will meet demand. To preserve their workforces, nursing leaders are offering emotional support to the frontline. Although these efforts are essential, leaders are overlooking an untapped opportunity to safeguard staffing levels: creating a more flexible nursing workforce. In this article, the authors discuss flexible nurse staffing and suggest 4 key opportunities for improvement.

An Executive Strategy to Support Long-Term Clinician Engagement Amid the COVID-19 Pandemic.

The COVID-19 pandemic has left frontline staff burned out and exhausted. Meanwhile, executives need to ask more of their staff to ensure organizational viability. In this article, the authors propose that executives commit to taking specific actions to create a more supportive work environment and form an executive-clinician compact. This article outlines the 5 actions executives should take to bolster staff engagement and resilience long-term.

The Challenging Road to Clinical Competence for New Graduate RNs.

Despite increased onboarding and training for new graduate RNs, it is taking longer for nurses to develop clinical competence in today's complex care environment. At the same time, hospitals and health systems are facing a shortage of experienced nurses. If left unaddressed, patient quality and safety could be at risk.

Closing Nursing's Experience-Complexity Gap.

Hospitals and health systems are facing a new kind of shortage among the nursing workforce: a shortage of experience. As older nurses retire and the influx of new nurses continues to grow, the net effect is a decline in the overall experience of the nursing workforce. At the same time, care delivery is becoming more complex. We call this phenomenon "the experience-complexity gap." If left unaddressed, the experience-complexity gap will widen and could put quality and safety at risk. In this article, the authors explore this new challenge and suggest 3 key strategies for addressing it.

Cracks in the Foundation of the Care Environment Undermine Nurse Resilience.

To see a meaningful change in nurse burnout, leaders must address the factors in the care environment that undermine nurse resilience. In this article, the authors describe why leaders should focus on the care environment rather than individual resilience building.

A Two-Pronged Approach to Retaining Millennial Nurses.

Despite increased staff engagement and improved new hire on-boarding, organizations struggle to retain millennial nurses. One dominant trait is shared by organizations that have successfully reduced turnover for this group: investment in select strategies that cement loyalty to the organization. In this article, the authors describe 2 strategies for retaining early-tenure millennial nurses. In the 1st article of this series, the authors described why nursing leaders must supplement their organization's current investments in engagement with strategies targeted at millennials in their 1st 3 years. This 2nd part of the series will outline these strategies.

The Case for Focusing on Millennial Retention.

A concern for nurse leaders is rapid turnover of engaged, early-tenure millennial nurses. In this 1st article in a 2-part series, the authors describe why leaders should supplement their organization's current investments in engagement with retention strategies targeted at millennial nurses.

Translating Market Forces Into Frontline Terms.

To transform healthcare delivery, frontline nursing staff must be committed to their work and to driving their organization's mission forward. However, Advisory Board Survey Solutions data show that nurses are the least engaged as compared with other frontline staff. In this article, the authors identify a top opportunity for improving nurse engagement: ensuring that nurses understand how executives' actions reflect their organization's missions and values.

Providing Professionally Meaningful Recognition to Enhance Frontline Engagement.

To achieve transformation in care delivery, frontline nursing staff must be committed to their organization's mission, engaged in their work, and capable of delivering high-quality care. However, data from Advisory Board Survey Solutions show that, when compared with other frontline staff, nurses are the least engaged and most disengaged. In this article, the authors describe strategies for addressing a top opportunity for improving nurse engagement-ensuring nurses feel meaningfully recognized for their professional impact.

Broadening Access to Nontraditional Development Opportunities to Drive Frontline Engagement.

The nursing workforce is at the center of many changes associated with care delivery transformation. To achieve this transformation, frontline staff must be engaged in their work, committed to their organization's mission, and capable of delivering high-quality care. In this article, the authors describe strategies for addressing 1 of the greatest opportunities for improving nurse engagement identified using these data: ensuring nurses feel professional development and promotion opportunities offered at their organization help them to improve.

Regulating the Flow of Change to Reduce Fontline Nurse Stress and Burnout.

The nursing workforce is at the center of many changes associated with care delivery transformation. To achieve this transformation, frontline nursing staff must be engaged in their work, committed to their organization's mission, and capable of delivering high-quality care. To identify top opportunities for driving nursing engagement, researchers from The Advisory Board Company analyzed engagement survey responses from more than 343 000 employees at 575 healthcare organizations. In this article, the authors describe 3 strategies for addressing 1 of the greatest opportunities for improving nurse engagement: ensuring nurses feel their organization helps them reduce stress and burnout.

Meaningfully incorporating staff input to enhance frontline engagement.

Nurses play a critical role in care transformation. To achieve transformation, frontline staff must be engaged in their work, committed to their organization's mission, and capable of delivering high-quality care. Data from the Advisory Board Survey Solutions show that nurses are both the least engaged and most disengaged among all frontline staff. To identify the most promising opportunities for driving engagement, researchers from The Advisory Board Company analyzed engagement survey responses from more than 343,000 employees at 575 healthcare organizations. This article describes 3 strategies for addressing 1 of the greatest opportunities identified from the data: ensuring that nurses feel that their ideas and suggestions are valued by the organization.

Analyzing staffing trade-offs on acute care hospital units.

Given today's resource-limited environment, nurse leaders must make judicious staffing decisions to deliver safe, cost-effective care. Investing in 1 element of staffing often requires scaling back in another. A national cross section of acute care hospital unit leaders was surveyed regarding staffing resources, including nurse workload, education, specialty certification, experience, and level of support staff. The authors report findings from the survey and discuss the trade-offs observed among units regarding nurse-to-patient ratios and the proportion of baccalaureate-prepared nurses.

Strengthening frontline nurse investment in organizational goals.

Frontline nurses are foundational to any organizational goal concerning patient care. In addition, healthcare delivery reform has supported the formalization of specific goals that hospitals must advance to stay financially viable and to deliver high-quality care. As a result, goals for frontline staff are continuously evolving. Frontline nurses must demonstrate a commitment not only to delivering excellent patient care but also to advancing larger institutional performance. The authors discuss a framework for nurse executives to help organizations achieve enhanced nurse investment in organizational goals.