RN Turnover Root Cause Analysis

Unit: Reasons for Turnover:

Description: Development Opportunities:

Nurse/Patient Ratio: Relocation:

Current RN Vacancy Rate: Discipline:

Lifestyle Issues:

Other:

Turnover—Based on July 1, 2011- June 30, 201 2 Current RN Staff “At Risk”— Projected from present time to end of June 2013

Potential Recovery Opportunities: Action Plans

Turnover %

Avg Head Count

# Terminations

# Transfer

# FT/PT to casual

High Risk

Low Risk

Low Impact High Impact

University of Pittsburgh Medical Center (UPMC)

Unit Leaders Retention Best Practices Creating Culture of Excellence and Healthy Workplace

Name: Unit:

Years in Role: Comments:

OPPORTUNITY ACTIONS STATUS

LABOR MANAGEMENT Check if Yes

My vacancy rate is less than 10% and if not, I have a well-developed recruitment plan.

Turnover on my unit is less than 15%.

I monitor turnover and differentiate between seasoned nurse and new graduate turnover, always analyzing for root cause.

Every staff member receives both positive and constructive feedback from me at least weekly.

Overtime is carefully tracked, trended, and I have a plan to decrease it.

When nurses leave the unit, we conduct exit interview. I make changes based upon feedback we receive from exit interviews.

Nurses are meeting casual and weekend hours work requirements.

Environment that Support Professional Practice and Excellence

in Patient Care

ACTIONS STATUS

Check if yes Shared governance is active and productive on the unit. We are

constantly creating new models for improving the quality of work.

Peer review and co-worker feedback is used for annual staff evaluations and considered in merit increases.

Staff Nurses interview and make recommendations for hiring.

We use evidence based practice to make regular changes to improve the quality of patient care and nursing practice.

Each staff member has a developmental plan for their growth.

Staff participates and/or uses self-scheduling after we agree on a set of staffing principles.

Most staff members are active in professional organizations.

We monitor and discuss patient satisfaction at our regular staff meetings.

I have analyzed our educational complement and have a plan in place to increase the level of education.

I see all staff, from all shifts, at least every two weeks.

HEALTHY WORKFORCE ACTIONS STATUS Check if yes

I regulatory “take the temperature” of the unit climate with staff surveys and/or focus groups.

Nurse-Physician Relationships are great on this unit.

I recognize toxic behavior in our staff and address it quickly.

I check in weekly for the first month with each new staff member to assess their integration into the unit. Then I meet with them monthly through 6 months.

We have monthly staff meeting with minutes that are well attended.

This unit is very supportive of student nurse experiences.

I evaluate the response of all students to their clinical experience on this unit.

I address the horizontal violence swiftly on this unit.