Redesigning a Clinical Advancement Program to Promote and Strengthen Competencies of Clinical Nurses

Tomaszczuk, Kate C.; Nichols, Emily S.; Mandrell, Belinda N.

doi:10.1097/nna.0000000000001183

Cited by 3 publications

(2 citation statements)

References 11 publications

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“…In its broader context, talent management embodies the process of meticulously planning and preparing the workforce that an organization requires to optimize the services it offers, with a particular emphasis on selecting and nurturing employees who best align with the organization's goals (Aizat Ramli et al, 2018;Budhwar & Mellahi, 2007;Fisher et al, 2022;King, 2015;Mitosis et al, 2021). In the 1970s, health care settings introduced clinical advancement programs (CAPs), colloquially known as clinical ladders, with an initial focus on enhancing nurse retention through the identification and rewarding of the highest level of clinical competence (Tomaszczuk et al, 2022). The significance of motivating nurses to attain their fullest potential within the ambit of talent management was underscored (Ali Taha et al, 2015;Tomaszczuk et al, 2022).…”

Section: Talent Management In Nursingmentioning

confidence: 99%

“…In the 1970s, health care settings introduced clinical advancement programs (CAPs), colloquially known as clinical ladders, with an initial focus on enhancing nurse retention through the identification and rewarding of the highest level of clinical competence (Tomaszczuk et al, 2022). The significance of motivating nurses to attain their fullest potential within the ambit of talent management was underscored (Ali Taha et al, 2015;Tomaszczuk et al, 2022). Remarkably, while over 70% of front-line workers aspire to ascend within their organizations, only a mere 4% manage to ascend to corporate roles (Bonnie Dowling, 2023).…”

Section: Talent Management In Nursingmentioning

confidence: 99%

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Analysing Nurse Talent Management: A 6-Year Study Before and During COVID-19 Using the McKinsey 9-Box Matrix

KOÇ ASLAN,

ÖZEL

2024

JHRMAD

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Purpose – Talent management plays a pivotal role in shaping the quality and efficacy of health care organizations, with particular significance in nursing. Aims(s) – This research delves into the assessment of talent management for nurses, using the McKinsey 9-Box Matrix, both pre- and post COVID-19 pandemic. Design/methodology/approach – Employing a retrospective design spanning six years, this study encompasses 1319 nurses evaluated using the McKinsey 9-Box Matrix. This method involves performance and potential evaluations, incorporating face-to-face interviews with the Directorate of Nursing Services executive team. Findings – Significant variations in nurse positions, department distributions, and educational backgrounds were observed before and during the COVID-19 pandemic. Noteworthy shifts in McKinsey 9-Box Matrix assessments indicated pandemic-induced changes in nurse categorization. Approximately one-third of nurses were classified as B2: Core Working Group, which is crucial for workforce stability. Gender did not yield significant differences in the McKinsey 9-Box Matrix evaluations. Although variations were noted in categories A1, A2, and B1 before and during COVID-19, employment status did not significantly impact these assessments. Limitations of the study – Findings aweredrawn from a private health care group, potentially limiting generalizability to diverse settings, populations, or contexts. Practical implications – This study provides invaluable insights into the evolving land-scape of nursing during the pandemic. It illuminates shifts in education levels, posi-tions, departments, leadership potential, and specific evaluation categories among nurses. Originality/value – Contributing significantly to the existing literature, this study provides a nuanced analysis of talent management practices among nurses. The in-sights garnered offer a fresh perspective, informing health care organizations’ ‘talent management strategies, especially considering the evolving health care landscape shaped by the pandemic.

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