614 Staff Nurse Retention in a Growing Advanced Burn and Wound Clinic Through Implementing a Hiring Best Practice: Peer Interview as a Successful Change Process Managerial Approach

Abstract Introduction In recent decades, healthcare administrators and nurse managers have been challenged with identifying qualified candidates for patient care positions, and then to retain these personnel. The entire process of onboarding the right candidate requires time, money and resources on...

Ausführliche Beschreibung

Gespeichert in:
Bibliographische Detailangaben
Veröffentlicht in:Journal of burn care & research 2020-03, Vol.41 (Supplement_1), p.S151-S152
Hauptverfasser: Prestifilippo, Kathleen M, Webb, Emily, Mullins, Robert F, Fagan, Shawn, Hassan, Zaheed, Homsombath, Bounthavy, Craft-Coffman, Beretta, Currington, Cynthia, Whalen, Meganjoy
Format: Artikel
Sprache:eng
Online-Zugang:Volltext
Tags: Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
Beschreibung
Zusammenfassung:Abstract Introduction In recent decades, healthcare administrators and nurse managers have been challenged with identifying qualified candidates for patient care positions, and then to retain these personnel. The entire process of onboarding the right candidate requires time, money and resources on various levels. When the approach is from a top-down managerial style, it is not always accepted and therefore, is not always successful. Peer interviewing has been identified as a hiring best practice and can contribute to lowering the cost of recruitment, decreasing loss of time to screen and interview and contributes to higher employee morale. To distribute resources and thus save money and time, we adopted this approach to hiring during a critical time of growth and development of a large advanced burn and wound center. Methods Staff nurses allowed to take part in interview process with new nurses. Staff nurses allowed to have input on hiring of new nurses. Results The results of this approach have been an improvement in rolling turnover rates of a one-time high of 46% and now, currently at or below facility goal of 8% for nearly a year. We implemented this process even before it became mandated as a facility practice as part of an ongoing effort to maintain standards and continuity of care during a critical time of growth and change. Peer interviews allowed the current staff to develop a feeling of acceptance when new staff members came onboard. The overall result is a stronger, more cohesive team. Conclusions Utilizing a peer-interview process for hiring has helped our newly expanded advanced burn and wound clinic achieve not just facility compliance, but a productive, cohesive team as a result. Being allowed to contribute and be an active part of self-governance creates nurse buy-in that results in long-term staff retention. Overall, it also contributes to a strong nursing services culture. Applicability of Research to Practice Sharing best practices and outcomes with other clinicians helps foster standardization and validation of care among peers.
ISSN:1559-047X
1559-0488
DOI:10.1093/jbcr/iraa024.240