Originally Posted by ccccc
Hi
I am a charge nurse of an ED and I have a problem. With this nursing shortage we have hired approx 5 new grads. Some are doing fine and some are still coming along, the problem is the senior nurses! You know the expression "nurses eat their young" ? Well I've seen it in action. Some would rather sit back and let someone fail than help them, and they would rather complain and spread the negativity about another staff member than actually step up and mentor these people to be great nurses. Please help with any advice on how to inspire these people to be the great nurses that they were. They don't realize they are shooting themselves in the foot, the new nurses will leave and then we will be training all over again. Please help me help the staff to retain these nurses!!!!
ccccc
We have paid preceptors as well. I think that having indivuals who specefically choose to be preceptors makes a world of difference. I know not all institutions will pay a premium for preceptors but perhaps presenting research from institutions that do regarding turnover and employee satisfaction might help. Look for indivuals who are sought as preceptors and are able to work with new staff. Perhaps offer them some incentive in terms of scheduling etc.. Indivuals precepting should not be in charge while precepting. The "nurse eating young" unfortunately is pervasive but I think it stops with leadership. You need to make it clear that constant criticizing for minor isssues will not be welcome in your office. This is the hardest thing to do is to discourage staff from reprting to you but ultimately if done well it will benefit all
1) Ask staff if they approached the indivual they are complaining about with theses issues (the usual answer is no)
2) Ask them how they would prevent this from happening (the usual answer is " I would have done this....)
3) State that you will set up a time where you, the indivual they are complainig about, and they can sit and they will make those suggestions to them (The usual answer is "Oh it wasn't that big s deal etc..)
4) State " You felt this was important enough for me to be aware however you apparently don't feel that it is important enough to let them know about. Part of being a professional is enabling the growth and success of your peers. One of those responsibilites is working together as a team to ensure consistency and success. Your knowledge is important and I would expect that it would be shared with all. Next time you present this type of information, I will expect that you will have discussed it with the indivual in question or if you don't feel comfortable approaching them directly, you will have written documentation that I can present to them. If they feel that you reported issues without the "full story" so to speak, I will set up a meeting for all of us to discuss this.
Taking the anonymity out of reporting and holding the indiviual accountable to substatiating any accusations they report will ultimately build trust among your staff. Our first thought is we feel like we will discourage staff form coming to us. By doing this you do not discourage the important items (if it is a serious patient care issue it will be reported) but you do discourage the petty reporting by making it clear that they will be held accountable to any accusations they make and will have to present them. You have to use your own discretion because sometimes anonymity needs to be maintained but ususally not. Also try reading "Hardwiring for Excellence" by Quint Studer, there is good information about managing up and eliminating anonymous complaints that does a better jo of illuminating these principles.
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