Nurse Caitlin Schultz recently transferred from a director role in an inpatient nursing unit to assume the director role of another department. The previous department director had established a council for recruitment and retention. Composed of three RNs and two social workers, this team established a program to fund flowers for any staff member experiencing a family death, wedding, or birth; organized holiday activities at the department level; and assisted the director in recognizing staff members during Nurses’ Week. As part of the annual Nurses’ Week celebration, each nursing employee was recognized at the department level with an awards luncheon, attended scheduled events, and received a tote bag with the hospital’s logo. Within 1 month of starting the new role, the director attended the first Recruitment and Retention Council meeting, at which the team was preparing for the upcoming week by recognizing one of the nursing specialties practiced in their department. Staff discussions centered on how to obtain more money from the budget to buy yet another gift for only RN staff members. As the conversation continued, the director became concerned that the team’s focus was centered on recognizing only the RNs (as accomplished during Nurses’ Week activities) versus focusing on the work and contributions of the entire department as it pertained to that particular specialty. – What elements of organizational structure could be ful in this situation? Which could be barriers? – What options are there to refocus the team? – What problems and decisions face the staff nurses?
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