Julie Finucane, Angela Devlin, Mingshuang Ding
1Emergency Department Clinical Nurse Consultant, , , 2Emergency Department Research Midwife, , , 3Director of Nursing (Medical), ,
The hospital workforce environment has been recognised as an important factor for nurse retention and patient safety, yet there is ongoing evidence that inadequate communication, intra-professional oppression, and lack of collaboration and conflict resolution continue to disempower nurses and hinder improvement of workforce conditions.
A multiphase, nursing lead, quality improving project was implemented at the Queen Elizabeth II Jubilee Hospital (QEII) Emergency Department (ED) by utilising nursing mentoring framework/model.
Senior nurses who are suitable to be mentors were recruited by the project leader. The mentors were then asked to complete a template allocated under the department drive. The template informed mentors’ educational and work experience, particular interests within the current position and interests outside work.
Completed mentors’ profile is available for all junior nurses (potential mentees) to view. All junior nurses are encouraged to contact mentors at their own convenience. Once the mentorship is established, both mentors and mentees are able to set and work on tailor made goals based on each individual’s availabilities and timeframe. Documents such as ‘Mentoring Action Plan, Mentoring Agreement Template and Mentoring Session Record Template’ are publicly to access within the department. A reliable and valid evaluation questionnaire was distributed to all nurses in order to obtain feedback of this project.
The objectives of this project is to implement a nursing lead mentoring program to reduce high burn out rates within a critical care area and in turn aid in recruitment, retention and overall job satisfaction.
Numbers of positive outcomes are expected throughout this project, and listed below from mentee, mentor and organisation perspectives Figure 1).
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