Coming on board and staying.
The outcome of a successful orientation is expected to be a fully functioning nurse who provides safe and effective care with minimum supervision and support. Deviation from this outcome focuses disappointment on either the nurse (who may be seen as inadequate or slow) or the orienter (who may be seen as not having done a good job of preparing the nurse). The work share the new employee does not carry must be carried by someone else, putting additional stress on a department that is often short-staffed and expecting the new person to lighten the load. The cost of failure is great to both the hospital and the individual. We believe hospitals can build interpersonal relations into their orientation programs. Even if strategies aren't used throughout the hospital, the operating room can implement them. Tne newcomer who feels capable but remains socially excluded is a likely candidate for turnover.
D007318:Inservice Training / Q000379:methods*; D007400:Interprofessional Relations; D009871:Operating Room Nursing / Q000193:education*; D009873:Operating Rooms; D010563:Personnel Turnover; D012951:Socialization; D000078329:Workforce