Jennifer L. Titzer

A nurse manager succession planning model with associated empirical outcomes.

OBJECTIVE: Perceptions of leadership and management competency after a formal nurse manager succession planning program were evaluated. BACKGROUND: A lack of strategic workforce planning and development of a leadership pipeline contributes to a predicted nurse manager shortage. To meet the anticipated needs for future leadership, evidence-based action is critical. METHODS: A quasi-experimental mixed-methods, 1-group pretest/posttest research design was used. Nurses working in an acute care hospital were recruited for the study and selected using an objective evaluative process. RESULTS: Participant perceptions regarding their leadership and management competencies significantly increased after the leadership program. Program evaluations confirmed that participants found the program beneficial. One year after program completion, 100% of the program participants have been retained at the organization and 73% had transitioned to leadership roles. CONCLUSION: Succession planning and leadership development serve as beneficial and strategic mechanisms for identifying and developing high-potential individuals for leadership positions, contributing toward the future nursing leadership pipeline.

Nurse manager succession planning: synthesis of the evidence

AIM The literature supporting nurse manager succession planning is reviewed and synthesised to discover best practice for identifying and developing future nurse managers. BACKGROUND Healthcare succession planning practices are lacking. Nurse managers are historically selected based on clinical skills and lack formal leadership preparation. EVALUATION A systematic literature search appraises and summarises the current literature supporting nurse manager succession planning. Multiple reviewers were used to increase the reliability and validity of article selection and analysis. KEY ISSUES New nurse managers require months to adapt to their positions. Deliberate nurse manager succession planning should be integrated in the organisations strategic plan and provide a proactive method for identifying and developing potential leaders. CONCLUSION Organisations that identify and develop internal human capital can improve role transition, reduce nurse manager turnover rates and decrease replacement costs. Despite the clear benefits of succession planning, studies show that resource allocation for proactive, deliberate development of current and future nurse leaders is lacking. Additionally, systematic evaluation of succession planning is limited. IMPLICATIONS FOR NURSING MANAGEMENT Deliberate succession planning efforts and appropriate resource allocation require strategic planning and evaluation methods. Detailed evaluation methods demonstrating a positive return on investment utilising a cost-benefit analysis and empirical outcomes are necessary.

Nurse Manager Succession Planning: A Concept Analysis

Purpose The current nursing leadership pipeline is inadequate and demands strategic succession planning methods. This article provides concept clarification regarding nurse manager succession planning. Conclusion Attributes common to succession planning include organizational commitment and resource allocation, proactive and visionary leadership approach, and a mentoring and coaching environment. Strategic planning, current and future leadership analysis, high-potential identification, and leadership development are succession planning antecedents. Consequences of succession planning are improved leadership and organizational culture continuity, and increased leadership bench strength. Practice Implications Health care has failed to strategically plan for future leadership. Developing a strong nursing leadership pipeline requires deliberate and strategic succession planning.PURPOSE The current nursing leadership pipeline is inadequate and demands strategic succession planning methods. This article provides concept clarification regarding nurse manager succession planning. CONCLUSION Attributes common to succession planning include organizational commitment and resource allocation, proactive and visionary leadership approach, and a mentoring and coaching environment. Strategic planning, current and future leadership analysis, high-potential identification, and leadership development are succession planning antecedents. Consequences of succession planning are improved leadership and organizational culture continuity, and increased leadership bench strength. PRACTICE IMPLICATIONS Health care has failed to strategically plan for future leadership. Developing a strong nursing leadership pipeline requires deliberate and strategic succession planning.

Interprofessional education: Lessons learned from conducting an electronic health record assignment

Abstract Ineffective collaboration and communication contribute to fragmented patient care and potentially increase adverse events, clinical errors, and poor patient outcomes. Improving collaboration and communication is essential; however, interprofessional education (IPE) supporting this cause is not a common practice. Most often healthcare profession students are educated in profession-centered silos limiting opportunities to develop effective communication and collaboration practices. Students from nursing, health informatics, and radiologic technology collaboratively populated an academic electronic health record (AEHR) using fictitious case study data. The assignment was designed to address the Quality and Safety Education for Nurses and IPE Collaborative competencies. The objective was to evaluate students’ informatics competency, teamwork behaviors, and communication skills while exploring the different roles and responsibilities for collaborative practice after participating in an interprofessional case study assignment. Students gained experience using the AEHR for data entry, analysis, and application increasing their informatics competency. The assignment required students to communicate and actively collaborate as an interprofessional team to achieve the assignment objectives. Clinical errors often occur during care transitions, so simulating this process in the assignment was essential. Nursing and radiologic technology students had to analyze patient data and develop a hand-off communication template supporting patient safety and optimizing outcomes. The assignment required students to work as an interprofessional team and demonstrate how communication and collaboration is an essential component to quality and safe patient care.

Integrating an Academic Electronic Health Record in a Nursing Program: Creating a Sense of Urgency and Sustaining Change

Healthcare reform stresses quality patient outcomes and threatens reimbursement for organizations. Technological innovations to improve patient care delivery, patient safety, and financial outcomes are continuously being developed and implemented. Emerging technological innovations will not only address direct patient care, but also affect the way nurses and allied healthcare providers identify, search, analyze, and apply vital healthcare information. To prepare students to face the dynamic healthcare environment, nursing education professional organizations recognize the need for deliberate and strategic integration of informatics in nursing programs. The Quality and Safety Education forNurses (QSEN) andAmericanAssociationofColleges of Nursing (AACN) competencies recognize students should be prepared to access and analyze essential patient information using electronic health record (EHR) systems. Fueled by these competencies and the Technology Informatics Guiding Education Reform (TIGER) initiatives, nursing faculty at a Midwestern university were charged with integrating informatics throughout the BSN curriculum. The initiative was supported by the nursing program leadership. The BSN program outcomes were changed to reflect the integration of informatics in the program (Table 1, Supplemental Digital Content, http:// links.lww.com/NE/A151). The purpose of this column is to describe a strategic plan for integrating an academic EHR (AEHR) within the existing BSN curriculum using Kotter’s framework. Project Implementation Kotter estimated that 70% of the time, there was difficulty implementing or sustaining a desired change. The underlying reason for the unsuccessful sustainability was often the inability to create a sense of urgency to challenge a new direction. Kotter’s plan for change is based on 4 tactics: bring in the outside, behave with urgency every day, find opportunity in crises, and deal with the ‘‘no-nos.’’

Imaging utilization: an interdisciplinary workshop for nurse practitioner students.

Nurse practitioners (NPs) have the opportunity to select and request diagnostic imaging services in all states in the United States. This opportunity includes responsibility for selecting the image modality that will be costeffective, yet detect enough information to formulate the correct patient diagnosis. Because of the variety of imaging technologies available, faculty from the radiological and imaging sciences program were invited to participate in an interactive workshop with NP students. The workshop described in this article would also be appropriate for undergraduate nursing and imaging science students to promote their consideration of the many variables involved in selection of diagnostic images. The NP students were in their second semester of clinical rotations. Faculty with specialized areas of interest including diagnostic medical sonography, computed tomography (CT), magnetic resonance imaging (MRI), and interventional radiography facilitated the workshop. A nuclear medicine technologist froma local hospitalwas also invited.Nursing faculty developed case studies for the workshop’s problem-based learning (PBL) approach. Faculty from radiological and imaging sciences critiqued the case scenarios prior to the presentation.