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Description
INNOVATION
Abstract:
As our organization strives for its fifth Magnet designation, enhancing nurse professional development has become a clear priority. Currently, only half of our nursing staff participate in the Clinical Nurse Achievement Program (CNAP), highlighting a need for increased engagement. Additionally, feedback from the latest Experience, Inclusion, and Engagement (EIE) Survey identified an opportunity to improve nurse recognition within our department. These insights prompted an exploration of how the Team Lead role, uniquely positioned between frontline nurses and leadership, could be more effectively utilized.
A key challenge identified is the time-consuming process of documenting CNAP achievements. Nurses often defer this task until just before the deadline, leading to rushed, less reflective, and sometimes incomplete submissions. This perceived burden reduces engagement and undermines the program's effectiveness, aligning with broader findings that Clinical Ladder Programs (CLPs), though beneficial, are often seen as onerous due to extensive documentation requirements (Meucci, Moore, & McGrath, 2019). Additionally, the lack of visibility around CNAP success stories further decreases motivation among nurses to participate.
Recent studies, including research by the American Organization for Nursing Leadership (AONL) (Grenny, Begley, & Hancock, 2023), emphasize the importance of leadership in fostering professional growth and recognition. Genuine leadership engagement—demonstrating care, facilitating growth, and providing help—has been shown to promote a positive and supportive work environment. In response to these insights, our department strategically leveraged the CNAP as a vehicle for more meaningful engagement, revising the image of the nurse leader as a catalyst for professional development. This presentation will discuss how, with structured support—including participation in team lead forums, Magnet Ambassador participation, regular 1:1 managerial mentorship, improved submission processes, and increased visibility of CNAP achievements—our department achieved a 25% increase in certified nurses and a 50% increase in CNAP participation, reinforcing our commitment to excellence and supporting the advancement of our Magnet journey.
References:
Grenny, J., Begley, J., & Hancock, A. (2023). Leadership's role in fostering professional growth and recognition: Findings from the American Organization for Nursing Leadership and Crucial Learning. American Organization for Nursing Leadership.
Meucci, J. M., Moore, K., & McGrath, A. (2019). The complexities of documenting professional activities in Clinical Ladder Programs. Journal of Nursing Administration, 49(11), 561-568.
Meucci, J., Moore, A., & McGrath, J. M. (2019). Testing evidence-based strategies for clinical ladder program refinement. Journal of Nursing Administration, 49(11), 561-566.
Grenny, J., Begley, R., & Hancock, B. (2023). Connection is retention: The power of care, growth, and help in nurse leadership. Crucial Learning and the American Organization for Nursing Leadership.
Publication Date
9-27-2024
Keywords
Innovation
Disciplines
Pediatric Nursing
Recommended Citation
Crosley, Marissa; Harris, Brooke; Hicks, Gwenetta; and Metili, Cornelius, "BRIDGING THE GAP: LEVERAGING CNAP TO ENHANCE PROFESSIONAL DEVELOPMENT, ALIGN WITH ORGANIZATION GOALS AND CREATE A CULTURE OF SAFETY" (2024). 2024. 20.
https://scholarlycollection.childrens.com/nursing-anf2024/20
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This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
