Abstract
Poster presentation
Session B presented Monday, September 30, 11:30 am-12:30 pm
Purpose: In June 2018 the Emergency Department had 22 nursing vacancies and the previous year's turnover rate was over 21% (260 total staff). There was a change in leadership in June 2017. The new leadership team was determined to fill the vacancies and ensure that staff would be invested in the department and not turnover. Purpose: To create a shift in the culture of the department and have staff feel valued. The aim was to accomplish greater staff satisfaction so staff would want to stay in the department and take pride in their workplace.
Design: This was a staff development project.
Setting: Urban teaching Emergency Department with 46 beds with annual visit volume of 79,000, a Pediatric, Stroke, STEMI and LVAD receiving center with 195 FTEs in support staff, and 95 FTEs in nursing.
Participants/Subjects: All ED Staff participated in this project.
Methods: - Collaboration with the Recruitment Department was established to build rapport and establish goals. After goals were established, two job hiring fairs were held. In addition, word-of-mouth advertisement was used to draw in more candidates. Interviews were conducted by the leadership team in conjunction with the front-line staff. A team engagement committee was created to signify to the staff the importance of this initiative. Members of the committee were invited to all interviews. Having the front-line present during the interviewing process helped the existing staff to feel valued and part of the process. The ED Director had monthly meetings with Union leaders; they worked together to offer nurses changes in their current positions to allow for better work/life balance. This also helped balance position control and the ED was able to better staff the department and ensure consistent coverage. - As new staff were hired, the number of Traveler Nurses was reduced. This showed leadership's investment in having a stable team. - The new leadership team was very hands-on and visible on the floor. Staff were divided into small teams to allow increased support, and staff meetings were implemented to keep the lines of communication open and solve issues together. - The leadership team collaborated with the education department to create an Education Committee. This was key in making the workplace attractive. - The service committee implemented a staff recognition program consisting of a Service Bucks system whereby each member of the service committee was given bucks (that looked similar to a dollar bill). The bucks were awarded to staff to recognize them for contributing to a positive patient or team experience. Staff were then able to turn the bucks in for small gifts.
Results/Outcomes: Turnover rate reduced from 21% in 2017, to 4% in 2018. Vacancy rate reduced from 9% in 2017, to 3% in 2018. In 2017, the travelers accounted for over 10% of the registered nursing staff. and at the end of 2018 there was only one traveler RN left in the department.
Implications: Recommend leaders invest time in collaborating with recruitment services and front-line staff to determine best recruitment/retention techniques.
Sigma Membership
Non-member
Type
Poster
Format Type
Text-based Document
Study Design/Type
N/A
Research Approach
N/A
Keywords:
Retention, Recruitment, Vacancy
Recommended Citation
Broce, Tracy A., "Reducing turnover rates and improving retention in the emergency department" (2020). General Submissions: Presenations (Oral and Poster). 86.
https://www.sigmarepository.org/gen_sub_presentations/2019/posters/86
Conference Name
Emergency Nursing 2019
Conference Host
Emergency Nurses Association
Conference Location
Austin, Texas, USA
Conference Year
2019
Rights Holder
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Review Type
Abstract Review Only: Reviewed by Event Host
Acquisition
Proxy-submission
Reducing turnover rates and improving retention in the emergency department
Austin, Texas, USA
Poster presentation
Session B presented Monday, September 30, 11:30 am-12:30 pm
Purpose: In June 2018 the Emergency Department had 22 nursing vacancies and the previous year's turnover rate was over 21% (260 total staff). There was a change in leadership in June 2017. The new leadership team was determined to fill the vacancies and ensure that staff would be invested in the department and not turnover. Purpose: To create a shift in the culture of the department and have staff feel valued. The aim was to accomplish greater staff satisfaction so staff would want to stay in the department and take pride in their workplace.
Design: This was a staff development project.
Setting: Urban teaching Emergency Department with 46 beds with annual visit volume of 79,000, a Pediatric, Stroke, STEMI and LVAD receiving center with 195 FTEs in support staff, and 95 FTEs in nursing.
Participants/Subjects: All ED Staff participated in this project.
Methods: - Collaboration with the Recruitment Department was established to build rapport and establish goals. After goals were established, two job hiring fairs were held. In addition, word-of-mouth advertisement was used to draw in more candidates. Interviews were conducted by the leadership team in conjunction with the front-line staff. A team engagement committee was created to signify to the staff the importance of this initiative. Members of the committee were invited to all interviews. Having the front-line present during the interviewing process helped the existing staff to feel valued and part of the process. The ED Director had monthly meetings with Union leaders; they worked together to offer nurses changes in their current positions to allow for better work/life balance. This also helped balance position control and the ED was able to better staff the department and ensure consistent coverage. - As new staff were hired, the number of Traveler Nurses was reduced. This showed leadership's investment in having a stable team. - The new leadership team was very hands-on and visible on the floor. Staff were divided into small teams to allow increased support, and staff meetings were implemented to keep the lines of communication open and solve issues together. - The leadership team collaborated with the education department to create an Education Committee. This was key in making the workplace attractive. - The service committee implemented a staff recognition program consisting of a Service Bucks system whereby each member of the service committee was given bucks (that looked similar to a dollar bill). The bucks were awarded to staff to recognize them for contributing to a positive patient or team experience. Staff were then able to turn the bucks in for small gifts.
Results/Outcomes: Turnover rate reduced from 21% in 2017, to 4% in 2018. Vacancy rate reduced from 9% in 2017, to 3% in 2018. In 2017, the travelers accounted for over 10% of the registered nursing staff. and at the end of 2018 there was only one traveler RN left in the department.
Implications: Recommend leaders invest time in collaborating with recruitment services and front-line staff to determine best recruitment/retention techniques.