Quality Improvement Project



1

Quality Improvement Project

Quality Improvement Project

Numerous changes in the nursing profession have been supported by the state, federal, and non-profit organizations by developing and implementing various safety and quality competencies. The approach can be expressed by the plentiful changes in nursing practices as nursing practitioners become more autonomous in some states thereby improving the quality of care provided. However, for quality care to be sustained, it is critical to have the workforce enforce the expectation. The notion is supported by Shin (2019) who identifies that though the nursing profession is experiencing significant changes, it is still limited by the shortage of practitioners. The lack of nurses has been highly instigated by the increased lad n the profession resulting in the increment of turnover rates. The outcome of the lack of practitioners has resulted in the increment of labor demands in healthcare institutions further compromising the quality f care (Shin, 2019). Thus, the objective of the quality improvement project is to exploit the various recruitment and retainment strategies available to increase the number of nursing practitioners in healthcare facilities.

Proposed Changes

As previously mentioned, healthcare facilities are experiencing a shortage in the number of CNAs and RNs resulting in the reduction of quality of care for the patients. However, for the quality improvement project to be impactful, it is essential to comprehend the causes for the lack of nursing practitioners (Sawan et al., 2017). The problem is currently impacting most healthcare facilities nationwide resulting in quality crises concerning care. The notion is more severe with the current pandemic. According to Glasper (2020), the current recruitment approach by most healthcare facilities targets graduated and licensed practitioners. However, the recruitment and retainment status quo need to be modified to meet the modern expectation. Most practitioners today are motivated by the prospects of development and growth, organizations that are unable to offer such facets are expected to have high turnover rates. Thus, for healthcare facilities to change, the previously mentioned strategic recruitment and retention policies must be enforced.

The first change would be strategic recruitment, the approach entails acknowledging the fact that the highest turnover among nursing practitioners is from newly graduated nursing students. By developing work plans that best fit the nurses it can be employed as a recruitment incentive and further implemented as a retention strategy. (Glasper, 2020) The approach entails valuing the lack of experience from newly graduated nurses and gradually exposing them to the realities of the profession. By creating a positive impression as they elaborate their lack of experience, it motivates them to learn more further securing their retainment. It will be the duty of the healthcare facility to ensure that the personality attributes of the nursing applicants conform to the professionalism and values of the facility (Glasper, 2020). The strategy values the diversity among the nurse applicants and ensures that they are effectively exploited motivating their retainment.

Van Camp and Chappy (2017), supported the second strategy as they view health facilities that lack nurse residency programs as contributors to the shortage of nurses which directly impacts the quality of care. Their research identified that there is a direct correlation with the nurse residency programs and its retention, as participants reported higher satisfaction levels in various activities (Van Camp & Chappy, 2017). They included orientation, and onboarding which when compared to those without formal residency programs had higher recruitment and retention rates. The researchers stated that nurse residency programs introduce nurses to the practice and offer them the needed engagement, support, and experience needed to foster connections with other nursing practitioners resulting in a collaborative environment (Van Camp & Chappy, 2017). Thus, it is evident that the inclusion of a residency program is critical for nurses to remain confident and attain the value of community work.

Lastly, the implementation of career development programs, as previously mentioned, most modern employees are driven by the prospects of growth. Thus, without a career development program, nursing practitioners seek out other organizations willing to expand their career prospects. The overall result is the high rate of nurse turnover in most public and non-profit healthcare facilities. Brook et al. (2019) support the argument by stating that nurses are gaining more recognition for their integral role in healthcare. The recognition is further supported by the rise in pursue of advanced education in the field (Brook et al., 2019). By supporting nurses as they advance their education has the dual effect of increasing recruitment and retention rates as well as improving the quality of care for patients. Though most organizations view the support ass being expensive or impactful to organizational activities, the benefits are more valuable (Brook et al., 2019). The benefits improve the quality of care, improve nurse retention and improve the prospects of recruitment.

Conclusion

Overall, for the quality of care to improve, the project will focus on retainment and recruitment policies. They have been directly linked to the quality of care which is an essential facet of healthcare facilities. Changing the work environment can effectively address the shortage of nurses, quality of care, and professional development that contribute to the high turnover rates. The policies should demonstrate greater desires for engagement and development thereby positively affecting nurse’s satisfaction.

References

Brook, J., Aitken, L., Webb, R., MacLaren, J., & Salmon, D. (2019). Characteristics of successful interventions to reduce turnover and increase retention of early career nurses: A systematic review. International Journal Of Nursing Studies91, 47-59. https://doi.org/10.1016/j.ijnurstu.2018.11.003

Glasper, A. (2020). Strategies to enhance nursing recruitment. British Journal Of Healthcare Assistants14(2), 70-73. https://doi.org/10.12968/bjha.2020.14.2.70

Sawan, M., Jeon, Y., Fois, R., & Chen, T. (2017). Exploring the link between organizational climate and the use of psychotropic medicines in nursing homes: A qualitative study. Research In Social And Administrative Pharmacy13(3), 513-523. https://doi.org/10.1016/j.sapharm.2016.06.012

Shin, J. (2019). Nursing Staff Characteristics on Resident Outcomes in Nursing Homes. Journal Of Nursing Research27(1), e7. https://doi.org/10.1097/jnr.0000000000000269

Van Camp, J., & Chappy, S. (2017). The Effectiveness of Nurse Residency Programs on Retention: A Systematic Review. AORN Journal106(2), 128-144. https://doi.org/10.1016/j.aorn.2017.06.003


Scroll to Top