3 years ago

DNA Reporter - February 2017

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  • Nursing
  • Leadership
  • Delaware
  • Novice
  • Healthcare
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Page 8 •

Page 8 • DNA Reporter February, March, April 2017 Bridging the Gap by Supporting our Future Andrea Sweeny, MSN, RN-BC and Danielle Coyne, BSN, RN, CAPA Sweeny (left) & Coyne (right) Andrea Sweeny, MSN, RN-BC and has been practicing as a registered nurse for the past 10 years. She earned her Master’s Degree from Wilmington University with a concentration in Executive Nursing Leadership. Andrea is board certified specializing in the care of the cardiovascular population. Currently she is employed at Christiana Care Health System as an Assistant Nurse Manager. In her spare time, she volunteers for local nursing organizations and is the current President of the Mid-Atlantic Chapter of the Society of Vascular Nursing. Danielle Coyne, BSN, RN, CAPA has practiced as a nurse for the past 14 years, with experience in Cardiovascular, Gastrointestinal, and Perianesthesia Nursing. Danielle is enrolled in a graduate program, pursuing a Master’s Degree in Nursing Leadership and Education. She is currently employed as the Staff Development Specialist on two cardiac stepdown units at Christiana Care Health System. Nursing turnover is a problem in healthcare and new nurses play an important role in bridging the gap of nurses who are leaving the nursing profession. New graduates change their place of employment thirty-five to sixty percent during the first year and can account for fifty percent of the total nurse turnover in some hospitals (need citation here). It is reported that “Turnover costs are up to 1:3 times the annual salary of a typical RN in United States hospitals or as much as 5% of a hospital’s budget” (Brewer, Kovner, Greene, Tukov- Shuser, & Djukic, 2012, p. 521-522). Newhouse, Hoffman, and Hairston (2007) explained that one of the barriers for new nurses to stay at their place of employment is a lack of support for these nurses who do not feel confident until twelve to eighteen months after graduation. This is why it is so important to implement supportive measures for these nurses early in their professional practice. As new graduates enter the workforce, they are met with many different emotions including feelings of inadequacy and helplessness. Novice nurses are expected to perform at the level of veteran nurses once they have completed orientation. This can lead to stress and a reality shock for new nurses. Research has shown that emotional support for new nurses is vital in reducing stress and increasing satisfaction and retention (Ebrahimi, Hassankhani, Negarandeh, Gillespie, & Azizi, 2016). Because work environments become hectic with increased patient acuity, decreased number of staff availability, and advanced technology, novice nurses can be left all alone in the work environment. Veteran nurses are just too busy to stop and check on the novice nurses during their shift. When novice nurses do not ask for help, it is assumed that they are competent. In reality, the novice nurses feel alone, unsure of themselves, and patient safety is at risk (Jewell, 2013). Results from a study conducted by Ebrahimi et al. (2016) supported that collaboration between veteran and novice nurses builds respect and trust amongst the nurses and leads to increased job satisfaction. Even if nurses are asked to select a mentor during orientation, meeting during the shift can prove unsuccessful due to patient acuity and volume. More successful is the collaboration that occurs outside the unit in debriefing sessions and is an option to optimizing these mentoring sessions. Another factor affecting the retention of nurses is a lack of engagement within the healthcare system. In an article published by Cho, Laschinger, and Wong (2006), the authors cited Kanter’s Theory of Structural Power in Organizations. According to this theory, employees’ satisfaction and productivity is directly related to the opportunity to learn, grow, and advance within an organization. Without this opportunity, the employee is less engaged and committed to the organization. On one cardiovascular stepdown unit at a large regional trauma center, the leadership team felt there was a need to implement a support system that supplemented the mentor-mentee relationship and allowed for an opportunity to debrief. The goal of this support group was to increase job satisfaction, retention, and engagement among novice nurses, as well as improve interpersonal relationships between veteran and novice nurses. In addition to improving retention, the support group’s other intention is to preserve organizational vitality and reduce spending. The Novice Nurse Support Group started in February 2016, with ten novice nurses that were hired within the last two years. To meet the work/ life balance of the nurses, sessions were prescheduled so the novice nurses could attend a session that was convenient for them. Small group sessions of three to four nurses were held on a monthly basis, outside of work hours. During the sessions, the novice nurses shared positive and negative experiences they encountered. The monthly sessions were conducted as an open forum, where topics and discussion were dictated by the novice nurses as an expressed need verses observation by leadership. Group sessions were facilitated by leadership and later veteran nurses, who offered suggestions, advice and guidance to the nurses. Prior to this group, there were no supportive measures in place for novice nurses on the unit. Initially, seventy-five percent of the new nurses felt that having a place to talk about work related incidents would be helpful and after four months, this number increased to one-hundred percent. Upon completion of the program, satisfaction survey results indicated that participants expressed satisfaction with their new role. Since implementing this program, one novice nurse stated, “I think the group has made me grow professionally by making me more vocal and confident in my decision making despite being a new nurse.” Another novice nurse added, “I feel better knowing my peers have had similar situations as a new nurse, and how they resolved problems.” In addition, the majority of the group, eighty-three percent of the participants expressed interest in joining unit based committees after participating in the sessions. Each novice nurse was presented with information regarding the council chair, members, and projects the councils were working on. All of the nurses selected a council of their choice, and contacted the chair to join the council. All of these findings are clinically significant as we now see an increase in satisfaction with no attrition and an increase in engagement and relationships with veteran nurses. Moving forward, the goal is to continue to build upon the success of the Novice Nurse Support Group. Once novice nurses are moving on from the support group, it is the hope that they will support new graduates as they join our team. As novice nurses continue to bridge the gap of retiring nurses, they are entering a workforce where its culture provides support and professional development. The long term goal of this project is to move the support group system-wide, in an effort to further the benefit for all novice nurses throughout the organization. References Brewer, C. S., Kovner, C. T., Greene, W., Tukov-Shuser, M., & Djukic, M. (2012). Predictors of actual turnover in a national sample of newly licensed registered nurses employed in hospitals. Journal of Advanced Nursing, 521-538. Cho, J., Laschinger, H. K., & Wong, C. (2006). Workplace empowerment, work engagement, organizational commitment of new graduates. Nursing Research, 19(3), 43-60. Ebrahimi, H., Hassankhani, H., Negarandeh, R., Gillespie, M., & Azizi, A. (2016). Emotional support for new graduated nurses in clinical setting: A qualitative study. Journal of Caring Sciences, 5(1), 11-21. Jewell, A. (2013). Supporting the novice nurse to fly: A literature review. Nurse Education in Practice, 323-327. Newhouse, R. P., Hoffman, J. J., & Hairston, D. P. (2007). Evaluating an innovative program to improve new nurse graduate socialization into the acute care setting. Nursing Administration Quarterly, 31(1), 50-60.

February, March, April 2017 DNA Reporter • Page 9 First Nurse for the First State DNA congratulates Senator and Dr. Bethany Hall-Long on her election as Lt. Governor of Delaware. The members of DNA are proud to celebrate her accomplishments – a member of DNA, a Registered Nurse, a UD Nursing Professor, a Delaware Senator – and now as the first nurse in the nation to be elected to serve as a Lt. Governor. Congratulations Bethany. Bethany Hall-Long, Lt. Governor of Delaware. Dr. Karen Panunto, Past President of DNA, with Lt. Governor Bethany Hall-Long at the Fall DNA Conference in Georgetown. Then Senator Hall-Long was a speaker at the conference. Stay informed from coast to coast! • Access over 600 issues of official state nurses publications, to make your research easier. • Search job listings in all 50 states. • Stay up-to-date with events for nursing professionals. 3/31/2017

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