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Staff Recruitment & Retention in the Operating Room Team Members: Jo Quetsch Meg Kim.

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Presentation on theme: "Staff Recruitment & Retention in the Operating Room Team Members: Jo Quetsch Meg Kim."— Presentation transcript:

1 Staff Recruitment & Retention in the Operating Room Team Members: Jo Quetsch Meg Kim

2 Opportunity Statement Historically Loyola’s Operating Room has experienced prolonged vacancies, resulting in an average agency utilization of 9.2 FTE. Staff surveys indicated that trust had been negatively impacted by several leadership changes. The purpose of this project was to create a culture of responsiveness to staff that would reduce OR staff turnover rate and agency utilization.

3 Most Likely Causes for Staff Turnover Rates Limited manager/supervisor availability to staff Limited manager/supervisor availability to staff Inconsistent communication Inconsistent communication Inflexible scheduling and on-call sign up process Inflexible scheduling and on-call sign up process Limited staff involvement in decision- making Limited staff involvement in decision- making Lack of recognition Lack of recognition

4 Retention Initiatives Implemented Manager availability Manager availability Moved office location to inside the OR Moved office location to inside the OR Internal communication Internal communication Monthly meetings Monthly meetings access access Additional Supervision Additional Supervision Improve work flow & staff accountability Improve work flow & staff accountability Assistant Nurse Manager - evenings Assistant Nurse Manager - evenings SST-1 Supervisor -days SST-1 Supervisor -days Staff involvement in Loyola committees: Staff involvement in Loyola committees: RN Recruitment & Retention RN Recruitment & Retention Employee Information Exchange Employee Information Exchange Hospital Products Committee Hospital Products Committee Staff involvement in OR committees: Staff involvement in OR committees: Scheduling Scheduling Quality Quality OR Recruitment & Retention OR Recruitment & Retention

5 Retention Initiatives Implemented Recognition of Magis behaviors Recognition of Magis behaviors Individuals acknowledged at staff meetings Individuals acknowledged at staff meetings Quarterly letters sent to staff regarding good attendance and timeliness Quarterly letters sent to staff regarding good attendance and timeliness Recognition thank you notes Recognition thank you notes Department celebrations Department celebrations On-call scheduling On-call scheduling New process managed by staff New process managed by staff Off shift bonus contracts Off shift bonus contracts Exit interviews by the Manager or Human Resources Exit interviews by the Manager or Human Resources

6 Recruitment Initiatives Implemented Partnership with Human Resources Partnership with Human Resources Monthly meetings with HR Monthly meetings with HR Surgical services recruitment brochure Surgical services recruitment brochure Monitor average days to fill positions Monitor average days to fill positions Focused recruitment of experienced staff: Focused recruitment of experienced staff: Referral bonus Referral bonus Flexible work schedules Flexible work schedules Loyola student nurse lunches Loyola student nurse lunches Orientation Improvements: Orientation Improvements: Peers meet new staff for lunch on HR orientation day Peers meet new staff for lunch on HR orientation day Streamlined orientation process Streamlined orientation process Created feedback loop for new staff Created feedback loop for new staff

7 2004 Loyola OR staffing statistics are better than national averages OR MeasureLoyola 2004National 2004 OR Manager, 2004 Vacancy rate3%10.1% Average # open positions 2.29 FTE4.5 FTE Average # days to fill positions 61 days86.1 days Agency use - % of total FTE 1%7.7%

8 Agency staffing has decreased significantly Agency FTE OR Staffing Agency FTE Jun 03 Jul 03 Aug 03 Sep 03 Oct 03 Nov 03 Dec 03 Jan 04 Feb 04 Mar 04 Apr 04 May 04 Jun 04 Jul 04 Aug 04 Sep 04 Oct 04 Nov 04 Dec 04 Jan 05 Feb UCL = Mean = 9.2 LCL = 6.83 UCL = Mean = 8.5 LCL = 6.68 Project Started

9 Actual OR FTE’s have increased by 7.1 FTE Project Started

10 OR staff turnover rate has decreased by 2.2%

11 Next Steps Create a clinical ladder program for Scrub techs Create a clinical ladder program for Scrub techs Implement formal preceptor training for OR staff Implement formal preceptor training for OR staff Staff participation in interview process of new staff Staff participation in interview process of new staff Revitalize buddy/mentor system for new employees Revitalize buddy/mentor system for new employees Continue cross generational and conflict resolution training for staff Continue cross generational and conflict resolution training for staff


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