A Balancing Act: Managing Workload While Improving Nurse and Patient Satisfaction.

High workload and unpredictable shift end times can contribute to employee turnover, dissatisfaction, and low staff engagement. The aim of this project was to improve nurse and patient satisfaction within a hospital-based outpatient gastrointestinal endoscopy unit while moving from an existing three-shift procedure staffing model to a two-shift model with defined expectations and predictable shift end times. The shift modification led to an 82% decrease in nurse turnover rates after the first 6 months. There was a 12% decrease in the number of nurses calling in ill to work. Nurse satisfaction, compared to 2 years prior, demonstrated 21% improvement related to "having a sense of achievement"; 39% improvement with "being involved in work unit decisions"; 62% decrease in burnout; and 7% improvement in overall satisfaction. The number of nurses attending and presenting at national, regional, and local conferences increased. Furthermore, overall unit patient satisfaction improved by 1.94% (p = .063) between first-quarter 2014 preimplementation data (n = 183) and first-quarter 2015 postimplementation survey data (n = 140). The created shared governance environment supported nurses' involvement in decision-making and creating a new shift model that led to greater staff and patient satisfaction.

Reflect, Inspire, Strengthen, and Empower 2.0 Program: Advancing Careers and Leadership for Women Physician Staff in an Academic Institution.

Background: To study the effects of the Reflect, Inspire, Strengthen, and Empower (RISE) 2.0 Program designed for professional development of women staff. Topics included emotional intelligence, appreciative coaching, resilience, and strategic career development. Methods: The RISE 2.0 program was held between September 2020 and February 2021. After each session, program satisfaction surveys were sent to evaluate whether session objectives were met. Professional network, professional mentor, and professional goals were surveyed at the introductory session and at 1 month after the program ended. Survey data about leadership self-efficacy, motivation to lead, and well-being were collected at the introductory session (baseline) and at months 1 and 3 to evaluate the sustainability of program outcomes. Results: Of the 71 notified, 41 (58%) committed to the program. Results increased for having a robust professional network from baseline to month 1 for very good (7.3% to 13.3%) and excellent (19.5% to 40%). Those who responded favorably to setting and attaining ambitious goals increased from 78.1% to 93.3%. For leadership self-efficacy, all except 2 respondents reported an increase in ratings from baseline to month 3. Motivation to lead changed only slightly. Well-being scores fluctuated as affected by daily needs and fulfillment. For 10 of 15 respondents, well-being increased overall from baseline to month 1 or 3, from month 1 to 3. Conclusions: Based on participant evaluations and feedback, the RISE 2.0 program received positive responses overall in achieving its learning goals. The program exhibited promise in fostering career advancement and leadership development, particularly when assessed using indicators predictive of successful leadership, such as self-efficacy, motivation to lead, and overall wellbeing.