Moving nursing innovation to prime time through the use of creative partnerships.

Nurses are well-positioned to solve many problems in healthcare through engagement in innovation. Support from healthcare organizations to facilitate creative partnerships may accelerate nurses' ability to innovate and improve job satisfaction. The value of creative partnerships is rooted in the diversity of experiences and skillsets of each project team member.

A Qualitative Descriptive Study of Nurse Manager Decision-Making Associated With RN Hiring.

Objective: To explore the practices and self-confidence of nurse manager (NM) decision-making related to evaluating RN hiring needs.

Background: Evidence-based hiring strategies to sustain workforce stability were identified as a gap in the literature. Locally, inconsistencies in the method that NMs use to determine how many RNs to hire and at what frequency to hire them were observed, posing a threat to strategic workforce planning.

Evaluation of a proactive hiring model to achieve workforce stability in the intensive care unit.

Aim: The purpose was to evaluate an innovative Prospective Hiring Equation to determine registered nurse hiring needs.

Background: The American Organization for Nursing Leadership identifies human resource management as a competency for nurse managers, yet calculations to determine when and how many registered nurses to hire are not readily available.

Methods: We implemented an educational intervention to teach nurse mangers the Prospective Hiring Equation.

Development and evaluation of a prospective staffing model to improve retention.

Aims: To improve predictability and accuracy of hiring using historical staffing data, quality improvement and workforce engagement.

Background: Twenty-three per cent of newly licensed nurses leave their first job within one year, costing employers $52,100 per nurse replacement. Tools for anticipatory hiring strategies are not available in the literature.