ID: 574. Tammy Peterman, RN, MS, NEA-BC Executive Vice President, Chief Operating Officer & Chief Nursing Officer. Chris Ruder, RN, MS, NEA- BC

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1 Promoting Persistence: How Nursing Leaders Support the Success of New Graduates ID: 574 Tammy Peterman, RN, MS, NEA-BC Executive Vice President, Chief Operating Officer & Chief Nursing Officer Chris Ruder, RN, MS, NEA- BC Vice President, Patient Care Services & Associate Chief Nursing Officer 1

2 Disclosure Today s presenters do not have any relevant financial interests presenting a conflict of interest to disclose. Participants must attend the entire session(s) in order to earn contact hour credit. Continuing Nursing Education credit can be earned by completing the online session evaluation. The American Organization of Nurse Executives is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center s Commission on Accreditation. AONE is authorized to award one hour of pre-approved ACHE Qualified Education credit (non- ACHE) for this program toward advancement, or recertification in the American College of Healthcare Executives. 2

3 Objectives The learner will be able to describe the role of nursing leadership in establishing and sustaining a residency program as an organizational priority. The learner will be able to detail the case for creating a nurse residency program. The learner will be able to identify the individual engagement and organizational support necessary to grow and enhance a nurse s transition to practice over time. 3

4 Our Underlying Beliefs Leadership is not about title, alone Leadership includes discovering the passion which provides the foundation for what you do and why and how you do it Everyone can be a leader, translating their passion into action 4

5 Professional Identity Statement At The University of Kansas Hospital, we strive to create a dynamic culture of professional behavior that requires personal and team accountability, selfreflection, integrity and respect. A nurse at The University of Kansas Hospital has a professional obligation to provide the highest quality of care that is reflective of the culture and to adhere to organizational policies and best practices. This culture is actualized through image, attitudes and behavior. 5

6 The Persistence Cycle Pre-Employment Frontline & Organizational Leadership Onboarding Ongoing Engagement Initial First Year Support 6

7 Pre-Employment: Selecting For Success Shadowing Pre-employment Screening Behaviorally Based Team Interviewing 7

8 The Leader s Role in Pre-Employment Clearly translate the organizational culture to the unit/department Create robust processes for shadowing & practicums Effectively engage peers in the interview process Identify potential team members who Have the clinical/technical competencies to succeed Match and support the organizational culture 8

9 On-Boarding: Grounding in the Culture Hospital Orientation Nursing Orientation Culture of Safety Customer Service Training Bob Video Unit/Department Orientation tailored to individual experience and clinical role. Preceptor and educator support 9

10 The Leader s Role in Onboarding Reinforcement of the organizational culture Regular review of the basic needs for assimilation within the workgroup Link expectations to the organization s patientcentered focus Professional development opportunities and expectations Effective assessment of the new staff member s needs to effectively prepare them for success 10

11 First Year Support: Creating A Safety Net Effective pairing of preceptor & learner Nurse Residency Program Adaption to a stimulating, fast-paced health care environment Integration into the profession Engagement of hearts & minds Exposure to the broad organization Integration into unit practice Unit educators monitor progress and provide support 11

12 A Deeper Dive Into The Residency Program Nurse residency program participants: Meet monthly with hospital experts on topics such as quality and safety initiatives, leadership and professional development Review patient cases, conduct simulations and share experiences Receive and provide peer support Discussions on a broad range of topics tailored to specific divisions and units 12

13 A Deeper Dive Into The Residency Program As the year progresses, the program shifts its focus to evidence-based practices. Residents Identify and work on a meaningful project Create a poster presentation highlighting project outcomes Share exemplars Present projects at a special event with hospital leaders 13

14 Nurse Residency Project Presentations 14

15 15

16 Supporting Professional Development Presentation Opportunities Magnet Conference UHC Conferences Hospital Board of Directors Encourage and support movement from PI to nursing research Research Internships Research Council Nursing Science Symposium 16

17 SICU Resident s Poster on Alarm Fatigue National Magnet Conference

18 UHC National Conference Presentation 18

19 The Leader s Role During the First Year Ongoing contact and encouragement to fully engage in residency Effective pairing and support of preceptor/learner relationship Confirmation of success and progress (personal and professional) Competency advancement & personal integration Regular connection of lessons learned and nursing professional identity Engagement as a mentor in the residency program Listening 19

20 The Leader s Role in Ongoing Engagement Going to Gemba Identification of developmental opportunities Establishment of certification as important to the unit/department Small group discussions over breakfast or lunch Celebrate Milestone achievements and successes End of year Nurse Residency Celebration Dinner 20

21 Nurse Residency Dinner Celebration 21

22 Ongoing Engagement: Advancing Professionalism Nurse Leader Advancement Program (NLAP) Frontline Leadership development Shared Decision-Making Specialty Certification Mentoring Nurse Academy 22

23 Continuous Improvement: Ongoing Program Evaluation & Support Program accreditation from the Commission on Collegiate Nursing Education. National League of Nursing (NLN) Center of Excellence in Nursing Education Partnership with the University of Kansas School of Nursing Ongoing involvement in the development of the residency model at a national level 23

24 At the End of the Day Results Retention Rates of Residents at End of Year 1 100% 95% 90% 85% 80% 75% 70% 65% 60% 55% 50% 24

25 Our Nurses Perception of the Program Compared to other UHC organizations, in 2014 our nurses rank us as a top performer in Casey-Fink Organize-Prioritize (#1) Casey-Fink Overall (#2) Commitment to Nursing (#2) Professional Satisfaction (#4) 25

26 Key Takeaways A Nurse Residency Program is an effective organizational approach to Attract, prepare and retain new graduates in their transition from the classroom to the bedside Provide leaders with a systematic approach for supporting new graduates during the transition to practice A Nurse Residency Program requires effective organizational planning, support and evaluation for longterm success Nurse leaders have critical roles throughout the process of recruiting, selecting, onboarding, supporting, celebrating and engaging staff 26

27 Key Takeaways A residency program is just one tool in supporting persistence during the first year and throughout a nurse s career 27

28 Thank you! Questions? 28

29 Tammy Peterman, RN, MS, NEA-BC Executive Vice President, Chief Operating Officer & Chief Nursing Officer Chris Ruder, RN, MS, NEA- BC Vice President, Patient Care Services & Associate Chief Nursing Officer 29

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