The nursing theory applied within the current proposal is the diffusion of innovation (DOI). The innovative part will rely on exploring the benefits of retaining employees and providing them with practical benefits. The diffusion element is going to be necessary to communicate the required change to both workers and patients. By establishing a new channel for disseminating information regarding the benefits of retention, the team would establish closer bonds with the team members while also reaching out to patients.
The implementation plan is going to consist of the following stages:
- The team will investigate available evidence on the subject to gain more experience;
- The advantages of employee retention will be communicated to individual nurses first, to cause any kind of reaction;
- Nurses from Step 2 will engage in novel activities (attend workshops, educate patients, communicate with mentors);
- Daily nursing processes have to be supported by reasonable additional benefits from the administration;
- Innovation decisions have to be supported by reinforcement to motivate nurses to stay with the team.
Irrespective of whether late or early adopters represent the majority of the team, the administration will ultimately remove any uncertainty from the innovation process and disseminate it painlessly.
Evidence-Based Practice and the Intervention
The current intervention plan was developed under the influence of the idea that environmental conditions and interpersonal relationships could significantly alter implementation outcomes. According to Barbour and Schuessler (2019), the crucial concept that has to be considered is networking, as it might be utilized to increase nurses’ self-efficacy and let them retain each other instead of relying on the administration. Joseph et al. (2019) also supported these personal changes, as they considered motivation and mentorship to be the key outcomes of the implementation of retention mechanisms. Legacy knowledge is an undeniable advantage that has to be considered if the team wants to achieve cost-effectiveness, patient satisfaction, and nurse retention at the same time.
The proposed intervention can be assessed based on the working environment and the nurse retention initiative’s quantitative outcomes. There has to be a management support system intended to maintain the innovative practice and motivate nurses to engage more in the decision-making process (Scruth et al., 2018). While possessing a sufficient level of autonomy, nurses should realize the positive impact of their retention on patient outcomes and the ability to achieve organizational objectives. All stakeholders should be involved in the evaluation process to ensure that feedback is collected from all parties.
Barriers to Implementation
The biggest problem the team is most likely to meet in the implementation process is the lack of supervisor support which might cause nurses to drop out and undermine the outcomes of the project. The team should remove decentralization from the facility environment to meet nurses’ work demands, career and salary satisfaction expectations, and work-life balance (Chang et al., 2019). If not addressed, these issues might seriously damage the decision-making process and cause the team to experience weaker communication and management. It may be recommended to resolve these issues proactively with the help of a shared governance program where nurses would always have the opportunity to share their feedback and participate in disseminating innovation (Tucker et al., 2019). Workplace culture also has to be altered to support employee empowerment and collaborative practices.
Barbour, C., & Schuessler, J. B. (2019). A preliminary framework to guide implementation of the flipped classroom method in nursing education. Nurse Education in Practice, 34, 36-42. Web.
Chang, H. Y., Chu, T. L., Liao, Y. N., Chang, Y. T., & Teng, C. I. (2019). How do career barriers and supports impact nurse professional commitment and professional turnover intention? Journal of Nursing Management, 27(2), 347-356. Web.
Joseph, M. L., Huber, D. L., Bair, H., Moorhead, S., & Hanrahan, K. (2019). A typology of innovations in nursing. The Journal of Nursing Administration, 49(7/8), 389-395. Web.
Scruth, E. A., Garcia, S., & Buchner, L. (2018). Work life quality, healthy work environments, and nurse retention. Clinical Nurse Specialist, 32(3), 111-113. Web.
Tucker, S. J., Gallagher-Ford, L., Baker, M., & Vottero, B. A. (2019). Promoting nurse retention through career development planning. American Journal of Nursing, 119(6), 62-66. Web.