|
Twilight (The Flamingo Hotel)
Monday, 29 January 2007
6:30 PM - 8:00 PM
Twilight (The Flamingo Hotel)
Tuesday, 30 January 2007
4:30 PM - 6:00 PM
Improving RN Satisfaction and Retention: Participation Yields Results
With shared decision-making the basis for planning and action, unit councils, the staff nurse leadership council, management and executive groups value the NDNQI Staff RN Satisfaction Survey to identify areas for improvement. We believe that participation yields results for improvements in satisfaction and retention and that both nurse satisfaction and retention are essential to improving the quality of care.
NDNQI Staff RN Satisfaction Survey participation increased from 840 nurses in 2004 to 966 in 2005. Units with 85% or greater participation increased from 14 units in 2004 to 22 units in 2005. Turnover has also decreased from about 13% in 2003 to 9% in 2005.
Following the 2004 survey, five areas were selected as most relevant to the nursing strategic plan: autonomy, decision-making, professional development, RN-RN interactions and professionalism. Overall organizational scores improved in each of these areas from 2004 to 2005. The national average was exceeded in each area for 2005.
Action plans for improvements in each area were developed at both the unit and organizational levels for nursing practice and research, customer satisfaction, patient and staff education and quality of work life.
Unit-based examples of evidence-based practice and research initiatives enhancing autonomy included nursing interventions for blood glucose monitoring and control, skin-to-skin care for mother baby care and refrigerated PYXIS units for earlier antibiotic administration to post-op orthopedic patients. Autonomy and quality of work life was further supported through staff involvement in unit-based scheduling teams and accountability for service recovery with patient satisfaction concerns. Specific patient education projects have included pre-operative spine and joint replacement classes, stroke identification and intervention and CHF management. Unit-based staff education programs emphasized relevance, ease of access and based on staff identified needs.
Expanded opportunities for nurses in similar roles such as manager, educator and advanced practice nurses further contributed to integrated problem-solving and action planning for professional development. Teams comprised of nurses in different roles took responsibility for organizing and implementing monthly luncheon nursing rounds for diversity, ethics discussion and nursing practice developments. Service areas such as Behavioral Health, Women’s Health and the Emergency Department coordinated sessions to enhance RN-RN interaction, sharing of expertise and best practices which further enhanced the overall image and professionalism of nurses.
Other organizational actions for which nurses are involved with planning and participation include co-hosted unit-based nursing research journal clubs, the monthly nursing newsletter, retreats and conferences for shared governance, image of nursing and staff nurse leadership. Mentoring and financial support for the dissemination of innovations through national oral and poster presentations and publications offer additional opportunities for professional growth of individuals and teams of nurses.
The results of these initiatives which are consistent with our mission, vision and values are evident through NDNQI survey results, national and regional recognition from numerous entities, decreased turnover and the growing seniority and tenure of our nursing staff.
NDNQI Staff RN Satisfaction Survey participation increased from 840 nurses in 2004 to 966 in 2005. Units with 85% or greater participation increased from 14 units in 2004 to 22 units in 2005. Turnover has also decreased from about 13% in 2003 to 9% in 2005.
Following the 2004 survey, five areas were selected as most relevant to the nursing strategic plan: autonomy, decision-making, professional development, RN-RN interactions and professionalism. Overall organizational scores improved in each of these areas from 2004 to 2005. The national average was exceeded in each area for 2005.
Action plans for improvements in each area were developed at both the unit and organizational levels for nursing practice and research, customer satisfaction, patient and staff education and quality of work life.
Unit-based examples of evidence-based practice and research initiatives enhancing autonomy included nursing interventions for blood glucose monitoring and control, skin-to-skin care for mother baby care and refrigerated PYXIS units for earlier antibiotic administration to post-op orthopedic patients. Autonomy and quality of work life was further supported through staff involvement in unit-based scheduling teams and accountability for service recovery with patient satisfaction concerns. Specific patient education projects have included pre-operative spine and joint replacement classes, stroke identification and intervention and CHF management. Unit-based staff education programs emphasized relevance, ease of access and based on staff identified needs.
Expanded opportunities for nurses in similar roles such as manager, educator and advanced practice nurses further contributed to integrated problem-solving and action planning for professional development. Teams comprised of nurses in different roles took responsibility for organizing and implementing monthly luncheon nursing rounds for diversity, ethics discussion and nursing practice developments. Service areas such as Behavioral Health, Women’s Health and the Emergency Department coordinated sessions to enhance RN-RN interaction, sharing of expertise and best practices which further enhanced the overall image and professionalism of nurses.
Other organizational actions for which nurses are involved with planning and participation include co-hosted unit-based nursing research journal clubs, the monthly nursing newsletter, retreats and conferences for shared governance, image of nursing and staff nurse leadership. Mentoring and financial support for the dissemination of innovations through national oral and poster presentations and publications offer additional opportunities for professional growth of individuals and teams of nurses.
The results of these initiatives which are consistent with our mission, vision and values are evident through NDNQI survey results, national and regional recognition from numerous entities, decreased turnover and the growing seniority and tenure of our nursing staff.
PDF file
See more of Improving RN Satisfaction and Retention
See more of The NDNQI Data Use Conference (January 29-31, 2007)