Given you have an aggregate of nurses that are burnt-out at work, how would you plan for a coalition/partnership program development? And what would be the most important areas of cost effectiveness for the aggregate program you're developing?
1. Given you have an aggregate of nurses that are burnt-out at work. How would you plan for a coalition/partnership program development?
The reason for burn out
The current shortage in qualified, experienced nurses and the related issues mentioned below is the major reason for burn out in aggregates of nurses. This is not expected to improve over the next several years. In fact, the majority of senior level nurses and nurse managers are reaching retirement age. As they exit the profession, fewer nurses will be available or willing to assume a management role. The current climate of understaffing, 24-hour shifts, increased management responsibility, and increased acuity of patients often leaves younger nurses reluctant to fill the gap. It has been reported that "Most nurses are around 45 years old, white, suburban women, 80% of whom are currently working full-time. As they retire, they often leave because they're burnt out; unfortunately, there are simply not enough nurses to replace them." See http://www.nursingcenter.com/prodev/ce_article.asp?tid=503684 for other stressors leading to burn out that may need to be addressed in the program.
How would you plan for a coalition/partnership program development?
Planning a coalition/partnership program development is thus very important, as hospitals must now compete with one another to attract and retain nurses in a very competitive market. In addition, a coalition/partnership program will likely increase job satisfaction and reduce the burn out rate. This plan would have two components: 1) professional development transition program for new comers, and 2) coalition/partnership program development
1) Professional development transition program for new graduates.
This would be preceptor programs to ease the transition of new graduates into high-paced, technologically complex clinical settings. Since new grads need more clinical experience, many hospitals create a professional development transition program. In addition to a weeklong orientation, this program will combine classroom time, and practical time with an experienced staff member for six months. This mentor relationship helps with a gradual introduction. Preceptors are trained and compensated. Mentors are often volunteers. It is a supportive transition that has received a very positive response in many hospitals (http://www.phillipsearch.com/a007.html).
2) Coalition/partnership program development for long ...
Given an aggregate of nurses that are burnt-out at work, this solution discusses how to plan for a coalition/partnership program development, and what would be the most important areas of cost effectiveness for the aggregate program that is being developed.