{"title":"振兴和维持全系统能力模型。","authors":"Elizabeth A Fritz, Julie A Roehrig Wagner","doi":"10.1097/NND.0000000000001072","DOIUrl":null,"url":null,"abstract":"<p><p>Sustaining a competency program across a large healthcare system presents significant challenges, especially with acquisitions and periods of high turnover. This article describes how a large healthcare system revitalized a faltering competency program and created structures to ensure ongoing sustainability and leader engagement. After implementation of these strategies, the number of departments that completed competency processes increased from 397 to 798.</p>","PeriodicalId":51695,"journal":{"name":"Journal for Nurses in Professional Development","volume":" ","pages":"262-265"},"PeriodicalIF":1.1000,"publicationDate":"2024-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Revitalizing and Sustaining a System-Wide Competency Model.\",\"authors\":\"Elizabeth A Fritz, Julie A Roehrig Wagner\",\"doi\":\"10.1097/NND.0000000000001072\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>Sustaining a competency program across a large healthcare system presents significant challenges, especially with acquisitions and periods of high turnover. This article describes how a large healthcare system revitalized a faltering competency program and created structures to ensure ongoing sustainability and leader engagement. After implementation of these strategies, the number of departments that completed competency processes increased from 397 to 798.</p>\",\"PeriodicalId\":51695,\"journal\":{\"name\":\"Journal for Nurses in Professional Development\",\"volume\":\" \",\"pages\":\"262-265\"},\"PeriodicalIF\":1.1000,\"publicationDate\":\"2024-09-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal for Nurses in Professional Development\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1097/NND.0000000000001072\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"2024/7/30 0:00:00\",\"PubModel\":\"Epub\",\"JCR\":\"Q3\",\"JCRName\":\"NURSING\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal for Nurses in Professional Development","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1097/NND.0000000000001072","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"2024/7/30 0:00:00","PubModel":"Epub","JCR":"Q3","JCRName":"NURSING","Score":null,"Total":0}
Revitalizing and Sustaining a System-Wide Competency Model.
Sustaining a competency program across a large healthcare system presents significant challenges, especially with acquisitions and periods of high turnover. This article describes how a large healthcare system revitalized a faltering competency program and created structures to ensure ongoing sustainability and leader engagement. After implementation of these strategies, the number of departments that completed competency processes increased from 397 to 798.
京公网安备 11010802042870号
京ICP备2023020795号-1
分享
求助内容：
应助结果提醒方式：
扫码关注我们
