This package includes all leadership and regulatory sessions from the 2022 OR Manager Conference. Earn 6 contact hours upon completion of a post-test.
- Finding Joy in the Middle Ground
- Maximize Your Staff: How to Develop and Use Successful Surgical Float Teams
- Everything Works Better with a Buddy
- Mind the Gap: Recruiting International Nurses to Aid the American Nursing Shortage
- Succession Planning, Part I – Don’t Let Your High Potentials Die on the Vine
- Succession Planning, Part II – Don’t Let Your High Potentials Die on the Vine
Learn more about the sessions:
Finding Joy in the Middle Ground
As multiple global crises emerge, potential nurse leaders continue to race against time and clinical safety to find balance in the middle of the battleground. In this unique crossroad, they must decide to step up for their clinical teams, community, families, or professional associations. This presentation will outline the journey of an internationally educated volunteer leader as she journeys through the tides of the global pandemic and other unforeseen crises. Successful global strategies on innovative leadership and creative education will be shared and highlight how true joy propels the heart of an emerging leader.
Maximize Your Staff: How to Develop and Use Successful Surgical Float Teams
Float teams have long been a staple of nursing staffing plans but have not been widely used in surgery. Come learn how Utah Valley Hospital, a Level 6, Trauma One facility in Provo, Utah, developed float teams over more than a decade honed a method to not just float nurses and surgical technologists between SDS, PACU, and OR, but also float between 5 geographically close hospitals. With a 15-year successful track record, this model was adopted by other geographical areas within Intermountain Healthcare in 2020 to maximize available staff in surgical services during the pandemic. Come learn about recruitment, orientation, and scheduling of this unique staffing model that is now part of our ongoing strategy to maximize available staff during tight staffing times.
Everything Works Better with a Buddy
With the significant turnover in nursing leadership today, mentors and role models may be scarce in the workplace. Education and training may be aimed at front-line caregivers or even be medical surgical leader-focused. Education and management development programs may have been put on hold or canceled as pandemic priorities caused resources to be reassigned. Even experienced managers in a new environment need orientation to the processes and culture of the new organization.
Implementing a formalized buddy program provides new nurse managers a vital peer support person to navigate the world of management. Developing a core set of competencies and modules provides the structure for the mentor and mentee. Components of the buddy program can include: Transitioning from peer to leader; time management; coaching/discipline; financial/budgeting and more.
Perioperative services do so many things differently from other care settings. It is vital to have a trusted peer and a supportive leader to ensure success, satisfaction and decreased turnover. This can roll up to a larger manager mentor program across a hospital, healthcare system or in the ambulatory setting as well.
Mind the Gap: Recruiting International Nurses to Aid the American Nursing Shortage
A national nursing shortage could not have hit the United States (US) at a worse time. Registered Nurse (RN) shortages have been predicted for a long time with little or no action plan. The nursing shortage is due to several factors. However, two key factors come to mind: RN attrition and the absence of a national strategic plan to educate the next generation of registered nurses. Another key factor contributing to the nursing shortage is the national explosion of new joint venture healthcare and outpatient surgery centers to help surgeons bridge the financial gap created by decreasing healthcare reimbursements. Add to the fact that a worldwide Covid epidemic has nurses being offered lucrative short-term nursing jobs with an insane amount of money, travel, and rewards. One way HonorHealth Thompson Peak and Sonoran Crossing Medical Centers have put a dent in the void within the operating room is to partner with an international RN job placement company which prepares an aspiring RN from abroad to be successful in the US.
The international nurse arrives in the US having already successfully passed the National Council Licensing Examination (NCLEX). In addition to passing the NCLEX, the national job placement company reviews and educates the international nurse on the Association of periOperative Registered Nurses (AORN) standards and recommended practices in caring for the surgical patient in the operating room.
After hiring an international nurse, HonorHealth orients and educates the nurse to help familiarize the RN with policies and procedures specific to its network. HonorHealth has found that many, if not all, international nurses are unfamiliar with the high touch, highly technological equipment and instrumentation. At HonorHealth, we have spent a good amount of time training the international nurses in technology along with nursing practices to help fill the void during the current nursing shortage.
Succession Planning, Part I and Part II – Don’t Let Your High Potentials Die on the Vine
The World Health Organization’s State of the world’s nursing 2020: investing in education, jobs and leadership report was released in 2020. That same year the World Health Organization designated 2020 as the Year of the Nurse. Unfortunately, this designation and its collision with the COVID-19 pandemic brought about unprecedented attention on nursing. This attention has highlighted the importance of nursing as a profession in caring for populations of people globally during a time in which we are already experiencing a nursing shortage, especially within the perioperative specialty. Perioperative leaders at all levels are needed to mitigate the existing shortage and creative thinking is needed to change the paradigm to grow a pipeline of future nurse leaders. Identification and mentoring of the high potential nurse are strategies to aid in the development of future perioperative nurse leaders. High potential nurses need to be identified early and given entry level leadership positions to hon their skills. Data tells us that approximately 17% of today’s perioperative leaders are over the age of 60 and may one day soon retire. History also tells us that Perioperative leaders are often promoted to the administrative suite due to their business acumen and advanced leadership skills creating more openings.
This session will discuss the importance of succession planning, how to recognize and mentor high potentials, and the importance of utilizing career planning strategies in the development of individual development plans.