Chaos to Collaboration: Creating a Healthy Workplace

Friday, April 12, 2013

Patricia Kunz Howard, PhD, RN, CEN, CPEN, NE-BC, FAEN, FAAN
Chandler Emergency Services, UK Healthcare, Lexington, KY 40536, KY
Penne S. Allison, BSN, MSOM, NE-BC, RN
Emergency Services, UK Healthcare, Lexington, KY

Learning Objective 1: Identify at least two challenges encountered with staff satisfaction

Learning Objective 2: Synthesize at least three strategies that will move your facility forward

The purpose of this presentation is to present findings from two low performing hospital based units. Both units were plagued with unhealthy work environments, unengaged staff and overall staff team dysfunction.

This discussion will include quantitative and qualitative findings of staff satisfaction. Quantitative finding are based on National Database of Nursing Quality Indicators (NDNQI) nurse satisfaction surveys completed every other year.  The NDNQI Survey provides nurse satisfaction benchmark data. The Workday Assessment Survey provides a periodic pulse check on overall staff satisfaction quarterly. Quantitative and qualitative data will be reviewed from findings of the quarterly Workday Assessment Surveys.  The discussion will also include strategies on implementation of best practices to improve staff engagement and satisfaction.

The results of the NDNQI survey showed improvement of the Practice Environment Scale from below the national average to just above the national average. The overall Workday Assessment improved from 3.06 to 4.1 on a 5 point Likert Scale. Implementation of an effective shared governance model, movement of obstacles related to proper management of low performers and nurse bullying will be addressed. Methods to enhance staff reward and recognition, team collaboration, and leadership development will also be included.

 This presentation will provide evidence-based practice strategies to improve staff engagement and staff satisfaction in a chaotic environment. These proven strategies led one unit from being labeled as a “problem” to being a “best practice” in the hospital and being awarded national recognition for an exemplary workplace environment. Transformational leadership at all levels contributed to the success of the unit and concepts are easily transferrable to other clinical operations.