Establishing a nurse residency program to boost new graduate nurse retention

Wolford, Julie N.; Hampton, Debra; Tharp-Barrie, Kim; Goss, Carol

doi:10.1097/01.numa.0000553497.40156.4e

Cited by 12 publications

(24 citation statements)

References 8 publications

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“…For example, for the past 20 years the DAISY award has recognized more than 125,000 nurses from around the world have received this award for their extraordinary compassion, courage and integrity (American Association of Critical‐Care Nurses, 2019). Wolford, Hampton, Tharp‐Barrie, and Goss (2019) found statistically significant differences in engagement and turnover between nurses who participated in a nurse residency programme compared with those who did not participate. The study supported that the residency programme improved the nurses feeling more valued by the organisation, promoted resilience and prevented burnout.…”

Section: Review Of Literaturementioning

confidence: 99%

Exploring job satisfaction and workplace engagement in millennial nurses

et al. 2020

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Aim To examine job satisfaction and workplace engagement of millennial nurses. Background Millennial nurses are a rapidly growing segment of the workforce. They are significantly less satisfied in their jobs compared with nurses of other generations and are more likely to have perceptions that may negatively impact job satisfaction and engagement. It is important for nurse leaders to understand and value the perspective of these nurses to improve job satisfaction and engagement. Method Exploratory‐descriptive qualitative approach with 33 millennial nurses interviewed in nine focus groups. Results Five themes revealed areas that both enhance and hinder job satisfaction and engagement. Themes include the following: (1) professional relationships; (2) rewards; (3) communication; (4) professional development; and (5) workload/staffing. Conclusion Concerns identified by millennial nurses provide direction for nurse leaders who are charged with fostering a workplace setting that nurtures empathy and respect for nurses of all generations. Implications for Nursing Management Strategies to address preferences of millennials include employee rounding to ask about their needs, offer assistance and provide positive feedback. Ongoing mentoring regarding opportunities to support millennials’ professional development includes offering participation in activities to advance evidence‐based practice, preceptor training, financial assistance with national certification examinations and tuition reimbursement.

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Section: Review Of Literaturementioning

confidence: 99%

Exploring job satisfaction and workplace engagement in millennial nurses

et al. 2020

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“…Numerous studies document the positive impact of NRPs on transitions into practice. Newly licensed nurses participating in a 12-month formal in-person and accredited program had high levels of self-reported comfort in clinical skills competence, autonomy, collaboration, engagement, satisfaction with their job, and confidence in their ability to identify patient safety and quality opportunities (Crimlisk et al, 2017; Medas et al, 2015; Perron et al, 2019; Trepanier et al, 2012; Wolford et al, 2019). Furthermore, studies demonstrate higher retention rates for new-to-practice nurses who are engaged in a formal 12-month in-person NRPs (Medas et al, 2015; Trepanier et al, 2012; Wolford et al, 2019).…”

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confidence: 99%

“…Newly licensed nurses participating in a 12-month formal in-person and accredited program had high levels of self-reported comfort in clinical skills competence, autonomy, collaboration, engagement, satisfaction with their job, and confidence in their ability to identify patient safety and quality opportunities (Crimlisk et al, 2017; Medas et al, 2015; Perron et al, 2019; Trepanier et al, 2012; Wolford et al, 2019). Furthermore, studies demonstrate higher retention rates for new-to-practice nurses who are engaged in a formal 12-month in-person NRPs (Medas et al, 2015; Trepanier et al, 2012; Wolford et al, 2019). Research also suggests that these programs have mutual benefits to both new graduate nurses and the institutions employing these nurses (Crimlisk et al, 2017; Medas et al, 2015; Perron et al, 2019; Trepanier et al, 2012; Wolford et al, 2019).…”

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confidence: 99%

“…Furthermore, studies demonstrate higher retention rates for new-to-practice nurses who are engaged in a formal 12-month in-person NRPs (Medas et al, 2015; Trepanier et al, 2012; Wolford et al, 2019). Research also suggests that these programs have mutual benefits to both new graduate nurses and the institutions employing these nurses (Crimlisk et al, 2017; Medas et al, 2015; Perron et al, 2019; Trepanier et al, 2012; Wolford et al, 2019). Nurse leaders have reported that nurses completing NRPs are more knowledgeable, confident, collaborative, and engaged in the organization (Linus et al, 2014).…”

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An Evaluation of Traditional Versus Virtual Nurse Residency Programs on New Graduate Nurses’ Perceptions of Preparedness to Provide Safe Patient Care

et al. 2022

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The impact of the COVID-19 pandemic on nurse residents’ perceptions of preparedness while learning in a virtual environment remains unknown. This cohort study compared nurse residents’ perceptions of preparedness in traditional in-person versus virtual learning environments. Results found no statistically significant differences between these two groups over 1 year. This demonstrates that a virtual learning format can achieve comparable outcomes to a traditional in-person learning format in successfully transitioning newly licensed nurses into the profession.

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“…A review of 53 studies about interventions aimed at reducing nursing turnover reported that nurse residency programs may have a positive effect on retaining nurses (Brook et al, 2019). A retrospective controlled study of over 1,000 nurses reported that nurse residency programs reduced nurse turnover rates in the first year significantly compared to turnover rates for nurses who did not complete a nurse residency program (Wolford et al, 2019). However, the control group was over three times larger than the intervention group.…”

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Generational Differences in Nurses’ Intention to Leave

Koehler

Olds

2021

West J Nurs Res

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There are many studies about nurses’ intention to leave their jobs and contributing factors. However, there is a lack of research about generational differences in nurses’ intention to leave. This evidence may help with workforce planning and targeting specific generations of nurses with retention interventions. Using the National Database of Nursing Quality Indicators 2018 Annual Registered Nurse Survey, we used descriptive statistics and multivariate logistic regression to examine the prevalence of and reasons for nurses’ intention to leave in the next year by generational age group. Our sample included 207,636 hospital nurses from across the United States. We found that 21% of nurses ( n = 44,082) reported intention to leave. When comparing generations, there were differences in intention to leave, as well as differences in potentially preventable, career advancement, and personal intention to leave reasons. Workload/staffing was a common reason across generations, indicating that certain interventions may be applicable regardless of generation.

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Establishing a nurse residency program to boost new graduate nurse retention

Cited by 12 publications

References 8 publications

Exploring job satisfaction and workplace engagement in millennial nurses

Exploring job satisfaction and workplace engagement in millennial nurses

An Evaluation of Traditional Versus Virtual Nurse Residency Programs on New Graduate Nurses’ Perceptions of Preparedness to Provide Safe Patient Care

Generational Differences in Nurses’ Intention to Leave

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