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135 A Year Later: A multi-institutional QI project to enhance leadership conversations about retention

Published online by Cambridge University Press:  03 April 2024

Nicole Nuckolls
Affiliation:
University of Kansas, Frontiers Clinical and Translational Institute
Shirley L.T. Helm
Affiliation:
Virginia Commonwealth University
Lindsay Hanes
Affiliation:
The Ohio State University
Diana Lee-Chavarria
Affiliation:
Medical University of South Carolina
R. Ellen Hogentogler
Affiliation:
Penn State University
Amanda Brock
Affiliation:
University of Pennsylvania
Meredith Barr Fitz-Gerald
Affiliation:
The University of Alabama at Birmingham
Jennifer Whitaker
Affiliation:
Frontiers Clinical and Translational Institute
Sabrina Maham
Affiliation:
Arizona State University
La Tonya Berry Hill
Affiliation:
University of Michigan, Ann Arbor
Cyndi Campbell
Affiliation:
Georgetown University
Stephanie A. Freel
Affiliation:
Duke University, School of Medicine
Julius Leary
Affiliation:
University of Kansas, Frontiers Clinical and Translational Institute
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Abstract

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OBJECTIVES/GOALS: Optimize an Individual Retention Conversation (IRC) toolkit aimed at enhancing trust amongst CRPs and leadership via a 2-phase project wherein 9 academic medical centers (AMCs) with significant CRP workforces developed and assessed a 16 question IRC guide and accompanying manager/leader instructional guide. #_msoanchor_1 METHODS/STUDY POPULATION: Significant interest in adapting the Stay Interview concept for the CRP workforce led to a 2-phase pilot to optimize the re-envisioned IRC toolkit. Representatives from nine AMCs and research sites volunteered to navigate their respective institutional IRB processes to initiate the assessment. Additional sites, such as Frontiers Clinical and Translational Institute (Frontiers) launched variations of the IRCs outside of the structured QI project to meet the needs of their institutional environments and reported feedback to the larger group. Feedback on both the standardized IRC, as well as Frontiers’ tailored version, will be presented. This will serve as an entryway into Phase 2, a multi-institutional mixed methods evaluation project open to all AMC members of ACTS and the CRPT SIG. RESULTS/ANTICIPATED RESULTS: To date, 7 institutions have initiated IRCs with test groups at their institutions. Each institution had unique requirements, but all IRBs deemed Phase 1 to be exempt/not human research. Preliminary data suggest not only that the IRC process is valuable to both employee and their manager/unit leadership, but also that the simple act of conducting IRCs was found to be unique and meaningful to employees. For example, in their tailored IRC process, Frontiers found that the 90% of their team found the process to be beneficial (n=9). DISCUSSION/SIGNIFICANCE: By acknowledging issues, understanding motivations, and increasing engagement, IRCs foster positive change, allowing team leaders to take immediate action on important issues. By doing so, retention and engagement of team members, and the CRP workforce as a whole, is likely to grow and strengthen, as supported by results from our initial test pilots.

Type
Education, Career Development and Workforce Development
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (https://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s), 2024. The Association for Clinical and Translational Science