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Title: Nursing Demonstration Project in Nursing Human Resources Planning Building Capacity in Nursing Human


1
Nursing Demonstration Project in Nursing Human
Resources PlanningBuilding Capacity in Nursing
Human Resource Planning A Best Practice Resource
for Nursing Managers
2
The Challenge.
  • Retirements
  • Over half of the nursing workforce is over the
    age of 45, and will be eligible for retirement
    within 10 years 55, 000 of Ontarios nurses
    will be retiring
  • Instability
  • Unstable employment patterns, heavy workloads
    and fewer supports for entry to practice
    negatively impact retention in the profession
  • Gaps in Capacity
  • Employers lack the capacity to identify their
    own HR needs
  • Need for Change in Practices
  • Employment practices and labour agreements
    impact rates of full-time employment among new
    graduates. 14 of RPNS and 40 of RNS secured
    fulltime employment in 2005.
  • Without interventions to attract and retain
    nurses in Ontario, will will face a critical
    shortage that will impact our ability to care for
    the population

3
Goals of Demonstration Projects
  • Contribute to the development of a blueprint
    for Health Human
  • Resources Planning that balances
  • Nursing Human Resources
  • Organization Outcomes
  • System Outcomes
  • Patient Outcomes
  • Support informed decision-making at the
    organizational level as it relates to HHR
    planning
  • Pool Resources across the province and share
    best/promising practices in nursing HR planning
    and Management
  • Ensure active implementation across a range of
    sectors and organizations

4
Nursing Human Resources Best Practice Resource
Tool Kit
  • A partnership network consisting of seven acute
    care hospitals and one academic partner
  • Mount Sinai Hospital
  • North York General Hospital
  • SickKids
  • St. Josephs Health Centre
  • St. Michaels Hospital
  • Sunnybrook Health Sciences Centre
  • Toronto East General Hospital and,
  • The Bloomberg Faculty of Nursing, University of
  • Toronto

5
Project Objectives
  • Develop a best practice toolkit (BPT) that
    represents an inventory of systems, tools,
    processes and evaluation methods currently in
    place for human resource planning in nursing and
    effective orientation and integration of new
    graduates
  • Create a network to facilitate the sharing of
    knowledge among partner organizations
  • Develop a coaching model, delivered through a
    series of workshops to disseminate information
    about the BPT to nursing managers
  • Develop an evaluation framework that can be
    adapted for HR planning initiatives.

6
Toolkit Project Framework
7
Who Is the Toolkit For?
7
  • 1. Organizations
  • To develop a coordinated planning approach to
    nursing HR planning
  • To review and better use data currently available
    in their organization
  • To inform nursing leaders about relevant
    workforce trends, facilitate planning, increase
    forecasting accuracy, strengthen recruitment and
    retention strategies and provide for workforce
    continuity
  • Nurse Managers
  • To bring a disciplined approach to workforce
    planning that the nursing manager can implement
  • To use data currently available in their
    organization To address planning at the nursing
    unit level because it is written from the
    perspective of nurse managers day to day reality

8
Development of Toolkit
  • Review of best practices from literature,
    research and published practices from other
    jurisdictions
  • Surveys and interview data collected from
    organizations and nursing managers
  • Tools/templates collected from partnering
    organizations

9
Nursing Manager Survey
  • 107 respondents from the 7 hospitals 69
    response rate
  • Purpose was to understand nurse managers
    reflections about how they engage in nursing HR
    planning, supports available, information they
    perceive as valuable, skill development needs

10
Nursing Manager Survey
  • Challenges in accessing timely, useful human
    resource planning information.
  • Lack of analysis and trend information
  • Utilization of various reports is variable
  • Minimal use of forecasting tools
  • Education for nursing managers is combination of
    formal and informal learning differences in how
    this was perceived by CNEs versus managers

11
Nursing Manager Survey
  • Managers do not receive consistent assistance in
    HR planning
  • Planning is more likely to be done when a vacancy
    occurs or prior to each schedule
  • 50 do annual HR planning most plan for one year
    or less
  • 27 reported having no forecast plan
  • Majority utilize master schedules
  • Extensive use of New Graduate Guarantee program
    variation in models of integration, some
    restrictions in clinical areas but these were not
    consistent across organizations
  • 60 hired new grads in 2007-2008

12
Nurse Manager Workshop
  • There were 52 participants present at the
    workshop
  • The majority were first line nursing managers
  • 83 submitted an evaluation

13
Workshop Day Overall
14
Toolkit Contents
14
  • Chapter 1 Framework for Toolkit
  • Chapter 2 Planning for Nursing Human Resource
    Needs
  • Examples of current nurse managers planning
    activities, data sources and tools
  • Recommendations from the literature (what to do
    and what not to do)
  • Suggested steps for nurse managers to implement
    and plan for HHR needs
  • Examples of tools to guide nurse managers
    planning activities
  • Chapter 3 Maximizing Nursing Human Resource
    Utilization A focus on scheduling
  • Discussion of different scheduling and staffing
    types
  • Tools and templates for nurse managers to use for
    staffing and scheduling purposes

15
Toolkit Contents
  • Chapter 4 Recruitment
  • long- and short-term recruitment strategies
  • Chapter 5 Retention
  • retention strategies that cater to new graduate,
    mid-career, and late-career nurses
  • Chapter 6 Professional Practice
  • Information on four key areas of professional
    practice 1) nursing leadership and the context
    of practice 2) collaborative practice efforts 3)
    work environment and organizational culture and
    4) educational opportunities and professional
    development.
  • Chapter 7 Customizing the Toolkit to your
    Setting

16
Key Recommendations
  • Funding for future initiatives should be aimed at
    supporting the
  • uptake and implementation of initiatives
    identified in the
  • evidence and toolkit to advance the capacity of
    nursing human
  • resource planning at the organization and unit
    level.
  • Role expectations, educational preparation and
    opportunities
  • for professional development for first-line
    managers vary
  • among organizations. Evidence suggests that there
    are specific
  • leadership and management competencies for
    first-line nursing
  • managers that are tied to outcomes for nurses,
    patients and
  • organizations. Future initiatives should be aimed
    at defining
  • core competencies and providing formal mechanisms
    to assist
  • nursing managers to achieve them.

17
Key Recommendations
  • Organizations should ensure that adequate
    training is provided to
  • first-line nursing managers to ensure they are
    developing skills in
  • effective human resource management including
    planning and
  • forecasting, recruitment including interviewing,
    bias free hiring,
  • and use of different types of recruitment and
    retention strategies.
  • Organizations should provide structures for
    internal and external
  • networking for first-line managers. First-line
    managers identify
  • peer mentoring and access to, and support from
    their direct
  • supervisor as the most common mechanisms for
    attaining
  • competency in nursing HR planning and other
    leadership and
  • management skills. Organizations should consider
    developing
  • formal mentorship and support programs for
    first-line managers.

18
Key Recommendations
  • Organizations should provide nursing managers
    with
  • consolidated and consistent reports of human
  • resource information in order to assist nursing
  • managers to effectively manage and plan for
    nursing
  • human resources. Currently information tends to
  • come from disparate sources and information
  • systems and source at different time intervals.
  • Strategies that seek to consolidate information
    in
  • regular reports would improve the planning and
  • evaluation cycle of nursing human resource
  • management.

19
Key Recommendations
  • Nursing managers should be provided with
  • guidance in the understanding, analysis and
  • utilization of reports on human resource
  • planning and encouraged to review their planning
    on a
  • regular basis.
  • Regular reviews of staffing and scheduling
    procedures
  • are recommended (minimum yearly) in order to be
  • responsive to the recruitment and retention
    issues. In
  • addition, triggers such as staff complaints,
    increased
  • sick time or overtime may warrant a review and
  • further action.

20
Key Recommendations
  • In our interviews with experts, all nursing
    managers
  • stated that in learning about staffing and
    scheduling,
  • most had relied on their colleagues for support
    or
  • taught themselves - formal mechanisms for
    learning
  • staffing and scheduling techniques would have
    been
  • very helpful to them as new nursing managers.
  • Creating healthy workplace environments,
    providing
  • adequate training opportunities for new nurses,
    as
  • well as supporting professional development are
  • important steps in both the recruitment and
    retention
  • process.

21
Toolkit Project Expert Panel
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