NHS4010 Asessment3 1 copy.docx NHS 4010 Interdisciplinary Plan Proposal Capella University NHS4010: Leading People, Processes, and Organizations in Interprofessional Practice Interdisciplinary Plan Proposal Staf
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NHS4010 Asessment3 1 copy.docx NHS 4010 Interdisciplinary Plan Proposal Capella University NHS4010: Leading People, Processes, and Organizations in Interprofessional Practice Interdisciplinary Plan Proposal Staffing shortages and nurse turnover are nothing new as “concerns related to the complex issue of nursing turnover continues to challenge healthcare leaders in every sector of healthcare†(Hayes et al., 2012, "Background" section). In order for stave off turnover and retention to develop, lower level leadership has to create strategies in order to their empower nurses. The problem lies when a massive multihospital organization like HCA Healthcare (HCA), attempts to establish a system wide resolution instead of having an individual facility response, as every hospitals and departments needs are different. Objective The main objective of any hospital is to reduce staff turnover which in turn can ultimately increase profit margin and increase patient safety. Building an interdisciplinary committee in the emergency room (ER) in charge of staffing, would go a long way in retention and overall staff job satisfaction and performance. Questions and Predictions Every proposed plan usually begins with a few questions along with the potential solutions to them. 1. Who will staff the committee? a. This committee would be made up of staff from multiple management levels within the department including staff nurses, charge nurses, and senior department leadership. This would be the base as it ini. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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