![[ Visit Client Website ]](images/banner.gif)
Learning Objective 1: relate applying Caritas Processes at managerial level to increased staff satisfaction and retention
Learning Objective 2: relate individual Caritas Processes to practical managerial applications
Description: Watson’s Ten Caritas Processes were applied by a newly hired ICU Director who was well versed in the application of the Caring Theory in various settings. Practicing loving kindness, staying within staff’s frames of reference, creating healing environments at all levels, developing caring, interdisciplinary relationships, and being authentically present to all ideas and suggestions from the staff are some examples of how the Caring Processes were applied. The focus was on nurturing new grads and establishing caring trusting relationships with all staff. We instituted initiatives suggested by staff, i.e. a 2 hour quiet time for patients, a staff panel who interview potential new hires using a Likert Scale Scoring Tool, hiring for attitude, and initiating a new orientation model to name a few.
Outcomes: After 12 months the RN vacancy rate and satisfaction scores were measured and compared to the previous years’ scores. Using the Jackson Continuous Employee Perception Survey, (CEP), and the National Database Nursing for Quality Improvement, (NNDQI) as measurement tools, we found that applying the Caritas processes at the managerial level results in a marked increase in RN work environment satisfaction scores. If applying the Caritas Processes at the managerial level is successful in retaining and attracting nurses in this ICU setting, it can be applied in other settings.