Leadership engagement and retention toolkit: Stay interviews and reverse mentoring

Abstract

<p>Session G presented Saturday, September 16, 2017</p> <p><strong>Purpose:</strong> The Emergency Department (ED)reviewed specific aggregate and unit survey questions based on our National Database of Nursing Quality Indicators (NDNQI) nurse satisfaction 2014 survey results. The Leadership team looked at business strategies to improve engagement and retention. The purpose of this project was to increase the percent of RNs planning to remain in direct patient care in the ED through the use of innovative strategies.</p> <p><strong>Design:</strong> Nurse satisfaction improvement project.</p> <p><strong>Setting:</strong> Teaching, urban emergency department with 67,000 annual visits.</p> <p><strong>Participants/Subjects:</strong> ED Leadership, Staff RN's.</p> <p><strong>Methods:</strong> Staff nurse focus groups, the ED Unit Practice Council, and ED leadership reviewed the data from NDNQI in 2014. NDNQI was deferred in 2015 due to time conflict with the implementation of an electronic medical record. Themes and feedback from these groups were used to guide the development of the ED nurse satisfaction improvement action plan. In looking to improve nurse satisfaction, interventions were further developed to support staff nurses. In 2015, best practices utilized outside of the healthcare industry were sought. Two essential tools to improve nurse satisfaction were implemented. These included Stay Interviews and Reverse Mentoring. Managers are familiar with exit interviews, but exit interviews don&rsquo;t prevent the RN&rsquo;s departure. Stay interviews were conducted to understand what keeps the highly valued employee and reinforces the factors that drive an employee to stay. Six leadership members identified sixty out of eighty-eight staff members to participate in Stay Interviews. These included top performers, new employees, and other team members. Specific questions were asked that would highlight that their work was appreciated, what could be done to continue to support them and reasons that may cause them to leave. The feedback was then shared with the leadership group and used to build &ldquo;Stay Plans&rdquo;. With a multigenerational workplace, the leadership team sought out another strategy to engage and retain our youngest staff members. Millennials were selected to mentor our leadership team. The concept of &ldquo;Reverse Mentoring&rdquo; was implemented. The average estimated age gap between leadership and the mentors is 25 years. Each leadership member meets monthly with a &ldquo;mentor&rdquo; to help understand issues, better connect, and help bridge the generational gap. Actionable items are addressed during ED leadership meetings. The mentors have offered strategies to improve staff feedback, flexible work-life balance, engaging staff to feel part of the process, team building, and the millennials need for constant communication. The mentorship is a one-year commitment. Leadership is looking forward to selecting the next group of mentors.</p> <p><strong>Results/Outcomes:</strong> In 2014, NDNQI results for RN&rsquo;s planning to remain in direct patient care in the ED was 60.53%. In 2016, the percentage increased to 77.42%. Currently, staff are reporting improved relationships and higher satisfaction. We are very optimistic about the 2017 results which are pending at this time.</p> <p><strong>Implications:</strong> Higher nurse satisfaction translates to quality care at the bedside. Stay Interviews and Reverse Mentoring are new strategies that can help build strong relationships with leadership. This can result in higher satisfaction and lower turnover.</p>