Date of Graduation

Fall 12-17-2022

Document Access

Project/Capstone - Global access

Degree Name

Master of Science in Nursing (MSN)

College/School

School of Nursing and Health Professions

Program

Kaiser cohort MSN capstone

First Advisor

Kymberly

Abstract

Problem: The assistant nurse manager (ANM) role is considered an entry-level management position and is not intended as a permanent career role. The unintended consequence is that there is a high rate of organizational turnover, making it challenging to build and retain a solid, cohesive, and productive team.

Context: A new manager of a float pool team in a 166-bed community hospital found that with little financial investment, a significant impact is made by holding a safe space for listening to the ANM team and designing education and training around what is most important to frontline managers.

Interventions: A baseline bundle of three surveys was completed prior to the start of a 3-month quality improvement project and will be repeated on a semiannual basis to validate the effectiveness and to monitor progress. These self-assessment surveys evaluated the ANM team’s perception of areas of strengths versus opportunities for improvement. Based upon aggregate results, a leadership series was incorporated into the monthly management team meeting with topics chosen by the four team members. The first two were led by the nurse manager. The subsequent 10 topics will be opened up and selected by each volunteer team member to lead over one year.

Measures: Outcome, process, and balancing measures support quality improvement.

Outcome Measure: By July 5, 2022, 100% of team members (N = 4) will volunteer to lead at least two topics in a leadership development series to be offered and presented during future monthly ANM meetings.

Process Measures: By June 30, 2022, 100% of team members (N = 4) will complete a baseline bundle of three engagement surveys to assess the current level of engagement at the rate of 100% to show the team’s willingness to speak up about their experience and share their current level of engagement. By June 30, 2022, a sign-up sheet with 10 sample topics generated from the baseline bundle will be completed by 100% of the ANM team.

Balancing Measure: Monitor lateral movement or attrition within the ANM float pool team between June 2022 and June 2023. This metric may indicate that the stated intervention is not having its intended impact on growing, empowering, and maintaining team engagement.

Results: By July 5, 2022, 100% of team members (N = 4) will volunteer to lead at least two topics in a leadership development series to be offered and presented during future monthly ANM meetings.

Process Measures: By June 30, 2022, 100% of team members (N = 4) will complete a baseline bundle of three engagement surveys to assess the current level of engagement at the rate of 100% to show the team’s willingness to speak up about their experience and share their current level of engagement. By June 30, 2022, a sign-up sheet with 10 sample topics generated from the baseline bundle will be completed by 100% of the ANM team.

Conclusion: An investment in the growth and development of a team, especially mid-level managers, can impact retention, loyalty, and job satisfaction. Self-assessment of management team members with ongoing progress monitoring and mentoring is essential for rapport and retention. A long-term outcome for the organization is continuity in quality and care experience measures, improvement in patient safety, and savings related to less ANM turnover

Download

Share

COinS