ABSTRACT
The postpandemic atmosphere has created a perfect storm that has necessitated a renewed prioritization to bolster support for the role of the clinical nurse manager. Role transition, competencies, mentorship, and ongoing development for the clinical nurse manager have been solidly supported in nursing leadership literature for decades. Preparing competent, ready-to-respond, people-oriented, transformational nurse leaders for these positions is essential to survival of our health care workforce. This article includes a summative review of comprehensive published findings related to nurse manager competency, development, and support. Findings have been correlated with one health system's postpandemic internal surveys, focus groups, reaction panels, and gap analysis to validate historic recommendations and prepare for program development. The purpose of this project was to endorse manager support and development recommendations and implement an evidence-based program to better prepare clinical nurse managers in today's health care leadership reality.
Subject(s)
Nurse Administrators , Humans , Leadership , Delivery of Health Care , Program Development , WorkforceABSTRACT
Nursing professional development and human resource leaders revised general nursing orientation content and structure based on changes because of COVID-19 in length, focus, and platforms from the early stages of the pandemic. The aim of this quality improvement project was to incorporate best of pandemic modifications with key stakeholders and new-to-practice and experienced nursing hire needs emerging from COVID-19 realities on the workforce. The benefit for nursing professional development practitioners is relatability of general nursing orientation revisions for sustainability of clinical excellence and safety.
Subject(s)
COVID-19 , Humans , Pandemics/prevention & control , Personnel Selection , Workforce , Quality ImprovementABSTRACT
Nursing professional development practitioners led the evaluation of the graphic representation of a health system's professional practice model (PPM) based on evolving expectations and key constructs of a PPM. The aim was to capture direct care nurse perceptions to guide adoption of a revised graphical depiction of the PPM. The specific benefit for nursing professional development practitioners is the ongoing relatability of the PPM to nursing for sustainability of clinical excellence.
Subject(s)
Evidence-Based Practice , Models, Organizational , Nursing/organization & administration , Professional Practice/organization & administration , Humans , Leadership , Nursing Theory , Nursing, Supervisory/organization & administration , Surveys and QuestionnairesSubject(s)
Hospital Rapid Response Team/standards , Outcome and Process Assessment, Health Care/methods , Patient Safety/standards , Patient Simulation , Quality Assurance, Health Care/methods , Adult , Health Facility Environment/standards , Hospital Mortality , Hospital Rapid Response Team/organization & administration , Humans , Nursing Staff, Hospital/organization & administration , Nursing Staff, Hospital/standards , Outcome and Process Assessment, Health Care/organization & administration , Quality Assurance, Health Care/organization & administration , Staff Development/methods , Staff Development/organization & administrationABSTRACT
After 20 years of a static clinical ladder program at our institution, the clinical ladder program was completely redesigned using a staff nurse-led shared governance structure to re-envision the program as an innovative, staff leadership model to meet our organizational nursing mission and vision strategic plans around retention and professional development. The literature demonstrated a lack of outcome-driven findings on the sustainability of hospital-based clinical ladder programs. The authors cover the rationale for our clinical ladder model, the process used for revision, the implementation strategies, and the specific outcomes tracked regarding nurse satisfaction, affiliation, retention, and participation of staff nurses advancing to the optional upper levels of the ladder.
Subject(s)
Leadership , Models, Organizational , Nursing Staff, Hospital , Staff Development/methods , Career Choice , Checklist , Data Collection , Diffusion of Innovation , Humans , Job Satisfaction , Personnel Turnover , Program Development , Program Evaluation , Quality of Health CareABSTRACT
The authors describe a strategy for encouraging participation and overcoming reluctance of staff to participate in an optional professional advancement career ladder program. A facilitated prep class in a computer skills laboratory provides nurses with the framework for completing application requirements in a casual, supportive atmosphere.
Subject(s)
Career Mobility , Education, Nursing, Continuing/organization & administration , Mentors , Nursing Staff, Hospital/education , Preceptorship/organization & administration , Staff Development/organization & administration , Attitude of Health Personnel , Certification , Clinical Competence , Curriculum , Hospitals, Community , Humans , Inservice Training/organization & administration , Interprofessional Relations , Mentors/psychology , Models, Educational , Nursing Education Research , Nursing Staff, Hospital/psychology , Organizational Objectives , Program Development , Program Evaluation , Social Support , VirginiaSubject(s)
Nurse Clinicians/organization & administration , Nurse's Role , Patient Admission , Patient Discharge , Patient Education as Topic/organization & administration , Focus Groups , Humans , Job Description , Nursing Assessment , Nursing Audit , Nursing Evaluation Research , Patient Satisfaction , Personnel Selection , TeachingABSTRACT
A refresher course developed in conjunction with a local community college has been successful in facilitating workforce reentry by inactive and retired RNs. Support of the program by the hospital and exposure to the hospital during the clinical practicum, has reaped benefits as the majority of participants have sought employment upon completion of the course.
