Johnson Joyce E, Billingsley Molly, Crichlow Tori, Ferrell Eileen
Robert Wood Johnson Hospital, Rutgers University College of Nursing, New Brunswick, New Jersey 08903, USA.
Nurs Adm Q. 2011 Apr-Jun;35(2):119-25. doi: 10.1097/NAQ.0b013e31820f69c0.
Shortages of nurses are expected to continue throughout the coming decade. To meet the demand, nursing leaders must develop creative approaches for nurturing and sustaining nursing talent. Traditionally, nursing has embraced a variety of development strategies to enhance the leadership abilities of nurses and to fill the leadership ranks with top talent. We describe the rationale, design, and impact of a 3-pronged organizational approach to mentoring nursing talent at Georgetown University Hospital, the first Magnet hospital in Washington, District of Columbia. The design of these programs was driven by the demographics of our nursing staff. Analysis of length of tenure revealed a modified "U-shaped curve" with the majority of new nurses with tenure less than 5 years, few in the middle between 5 and 15 years, and a moderate number with 15 or more years. Investment in all our nurses' leadership development required integrating a diverse developmental process into our organizational culture, which values personal growth and mastery. A strong mentoring program makes good business sense in terms of employee job satisfaction, improved cost control, and better patient outcomes. Our experience suggests that voluntary mentoring programs work synergistically to further the development of a mentoring culture in today's hospitals.
预计在未来十年，护士短缺的情况仍将持续。为满足需求，护理领域的领导者必须制定创新方法来培养和留住护理人才。传统上，护理行业采用了多种发展战略来提升护士的领导能力，并让顶尖人才充实领导岗位。我们描述了在华盛顿特区第一家磁石医院——乔治敦大学医院，采用三管齐下的组织方法指导护理人才的基本原理、设计和影响。这些项目的设计是由我们护理人员的人口统计学特征驱动的。对任期长度的分析显示出一条修正后的“U形曲线”，即大多数任期不到5年的新护士，5至15年之间的护士人数较少，而15年及以上的护士人数适中。对我们所有护士的领导力发展进行投资，需要将多样化的发展过程融入重视个人成长和精通业务的组织文化中。就员工工作满意度、改善成本控制和提高患者治疗效果而言，强有力的指导项目具有良好的商业意义。我们的经验表明，自愿指导项目协同发挥作用，有助于在当今医院进一步培育指导文化。
