Organizational Infrastructure to Support Development of Newly Graduated Nurses

The corresponding organization infrastructure designed to support development is presented, which extends beyond classroom and clinical experience to planned changes in the culture and practice of nursing staff and management team.

Abstract

This is the second article in a series exploring the transition of newly graduated nurses to competent clinicians. The first article [Schoessler, M., & Waldo, M. (2006). The first 18 months in practice: A developmental transition model for the newly graduated nurse. Journal for Nurses in Staff Development, 22:47-52] described the developmental transition model derived from focused research activities and interaction with new graduates. This article presents the corresponding organization infrastructure designed to support development. The use of the term "infrastructure" denotes that this program extends beyond classroom and clinical experience to planned changes in the culture and practice of nursing staff and management team. Program success is measured in stakeholder satisfaction and decreased turnover of new graduates.