The Impact of Staff The Impact of Staff Development on Development on RetentionRetention

Mark Cerkvenik OD SpecialistMargarette Kim RN, Nurse Educator

Jo Quetsch RN, OR Manager

PLAN

• Project Aim Statement: – Historically Loyola’s Operating Room has experienced

a high turnover of staff, resulting in an average staff turnover of 21% . Therefore, Operating Room leadership collaborated with Organizational Development to improve staff retention through a series of activities and projects focusing on communication, supervisory and conflict resolution skills.

• Measurement Goal & Target:– OR Vacancy rate goal less than 10% (national

average)– Staff turnover rate goal less than 10% – Agency use (% of FTEs) goal 0%

DO-Fostering a Team Approach

• OR Staff team building– Customized learning map to address EOPS planning

and retention initiatives – Development of OR ground rules & 7 Deadly Sins– Peer recognition program

• OR Staff training– “Increasing Our Accountability” – Cross-generational awareness– OR Preceptor – “Keeping Calm When Emotions Run High”

DO-Fostering a Team Approach• OR Leadership Training• Manager, Educator, Team Leaders,

Charge Nurses, Administrative support– “The Oz Principle” – Leadership development courses 1, 2 and 3 – Coaching meetings with key OR leaders– Team Leader Development meetings       – Mentor Training– “Increasing Our Accountability”

– “Managing Across the Generations”

DO-The Power of Mentoring• New Orientees - 6 month/12

meeting structured program• Objectives:

– Aid in learning departmental policy and procedures.– Aid in learning LUHS physical plant.– Aid in understanding the complexities of Loyola.– Contribute to creating a culture of positive communication.– Improved ability in handling conflict between peers and

between nurse and physician.– Improve new employee retention.

• Specific activities for each meeting• Post orientation focus group sessions• OR specific conflict management video and

training

Note: Conflict Management video will run on continuous loop during fair at our display

OR Learning Map

Not being

truthful

Being lazy

Being disrespectf

ul

Not acting like a team

player

Backstabbing

Gossiping

Having a negative attitude

7 Deadly Sins

7 Deadly Sins

OR staff turnover rate has decreased by 16% since FY03

Operating Room Staff Turnover Rates#Staff Resignations/#Budgeted FTE's

7%

20%21%

23%

0%

5%

10%

15%

20%

25%

FY03 FY04 FY05 FY06

Year

Turn

over

Per

cent

December 2004Retention Activities Initiated

2006 Loyola OR staffing statistics are better than national averages

 

OR Measure Loyola FY 05-06

National 2004OR Manager,

2004

Vacancy rate 0 % 10.1%

Turnover Rate

7 % 14 %

Agency use - % of total FTE

0 % 7.7%

NEXT STEPS• Further development of Team Leader

supervisory skills– “Essential Skills for Frontline Leaders”– “Crucial Conversations” course

• Team Leader peer feedback/360 Evaluations

• Crucial Conversations course for select teams

• Mini Employee Opinion Survey