In 2014, Varner, Holland, Hansen, and Leeds introduced the nurse residency program leader as an emerging nursing professional development (NPD) specialist role. Their article outlined the roles, responsibilities, domains of practice, and challenges of the nurse residency program leader. Varner et al. also discussed the ambiguity and lack of uniformity of the role that can lead to "role confusion and strain" (p. 2). The NPD practitioner filling the role of nurse residency program leader may also be responsible for duties not related to the nurse residency, such as staff education and quality improvement, thus impacting residency performance. One organization has refined the nurse residency program leader role to a nurse residency development specialist (NRDS) and effectively improved residency outcomes (Guthrie, Tyrna, & Giannuzzi, 2013). This column describes the role of the NRDS, whose sole function is to support the residency program.
THE UNIQUE ROLE OF NRDS
The unique role of the NRDS has proven invaluable and can be a tremendous asset to nurse residency programs. The multifaceted responsibilities of the NRDS are pivotal to the success of newly licensed nurses (NLN) because they are key supporters and advocates throughout the NLN's professional career. The NRDS role may vary among organizations; however, similar duties still exist. Such responsibilities may include design and implementation of evidence-based residency curriculum, validation of NLN clinical competence, collaboration with human resources and senior leaders, and measuring organizational outcomes and program evaluation (Varner et al., 2014). Recruitment may also be integrated into the role of the NRDS and often involves visiting local schools of nursing, preliminary interviews, and recommendations for placement to best suited departments. The NRDS talent selection process has proven beneficial to organizations because it allows for the best candidates to be chosen and decreases the potential of turnover. However, the true essence of the NRDS is the authentic and trusting relationship developed with the nurse resident. The NRDS has few, other nonrelated residency responsibilities, which allows time to cultivate close relationships with the residents and preceptors as the NLNs progress toward independence.
The NRDS works to create a safe and supportive environment while assisting the new graduate to navigate a multitude of potential situations, further ensuring their success as the NLN moves through the transition process. NLNs often feel overwhelmed in their new role and need additional support and encouragement (Lampe, Stratton, & Welsh, 2011). Because of the nature of the relationship with the NRDS as more of an informal leader, the new graduate often turns to them initially for guidance and support. Continuous support during and after initial orientation allows the opportunity to process emotionally intense situations encountered in their professional or personal lives. The NRDS is often the first to acknowledge professional achievements, empathize on personal struggles, or offer a listening ear after a stressful shift (Varner et al., 2014). This is where the NRDS proves instrumental by acting as a navigator, advocate, and resource throughout the most vulnerable time of the NLN's professional career.
The NRDS is also extremely resourceful and knowledgeable in promoting professional growth opportunities and a multitude of resources available to the new graduate. During daily rounds in the clinical environment, the NRDS is connecting with the preceptor and nurse leader and/or meeting with the nurse resident in real time. The visits vary in length, depending on the needs of the new nurse, but typically the conversation is one of reassurance and affirmation, career counseling, and professional development. The NRDS is often the first to encourage attainment of higher degrees, specialty certification, clinical ladder opportunities, and involvement with research projects. The NRDS discusses and shares internal resources such as scholarships, grants, employee assistance programs, continuing education opportunities, and information about committees and councils with the NLN.
Whether in class or during clinical rounds, the NRDS is often encouraging new nurses while simultaneously assessing their learning needs, validating clinical competence, and promoting professional growth opportunities. The NRDS is an excellent strategy to ensure sustainability, increased retention, and improve patient safety, and the added layer of support will help ease each unique transitional stage as the novice nurse enters the workforce (Commission on Collegiate Nursing Education, 2015).
QUALIFICATIONS AND CHARACTERISTICS OF THE NRDS
When looking at the role of the NRDS, there are certain qualifications and attributes that the individual must possess to be successful in the role and to accomplish the goals and outcomes of the residency program. NRDSs are required to be a licensed registered nurse and to have a graduate degree in nursing or a graduate degree in education. Having this advanced education provides the NRDS the knowledge, skills, and ability to handle the complexities involved with this role, including oversight and support for the resident's successful transition to practice and the need to lead change by utilizing research and evidence-based practice. The NRDS must have a robust background as a nurse, so he or she should have at least 10 years of clinical nursing experience and a background in nursing education. With this type of clinical expertise, the NRDS is able to provide a structured plan to guide, support, and mentor the residents throughout their orientation period and during the first 2 years of their career. In addition, this vast clinical experience assists the NRDS with problem solving, critical thinking, and navigating the common and sometimes not so common issues that arise with the NLNs' transition to independent practice. The NRDS also uses their background in nursing education to guide formal and informal educational instruction and to ensure adult learning principles are integrated into all activities. NRDSs are encouraged to obtain their certification in NPD once they are proficient in the role. NRDSs are also expected to be lifelong learners as they promote this type of professional development with the nurses they mentor.
Because the responsibilities of the NRDS are vast and complex, there are certain personal and professional attributes that they must exhibit in order to achieve optimal program outcomes and keep turnover rates low. The ability to be empathetic, caring, and compassionate resonates high on the list of needed characteristics. The NRDS needs to be supportive of the NLN, but also the preceptor, and needs to provide support and guidance to the nurse manager for successful orientation to the unit. Crucial skills needed in this role include the ability to effectively communicate with all stakeholders, provide constructive and positive timely feedback, and inspire and promote professional development. Varner et al. (2014) also identified these important attributes for the nurse residency program leader, which included strong mentoring skills, availability, ability to provide constructive feedback, and familiarity with staff and the organization. NRDSs are flexible with their work schedules in order to meet the needs of all nurse residents regardless of what shift they work. Overall, the NRDS needs to be an optimistic role model and maintain a positive learning environment for the NLN as they empower, encourage, and nurture them through their pivotal transition.
CONCLUSION
Varner et al. (2014) provided an insightful and informative overview of the emerging role of nurse residency program leader as an NPD specialty role. Organizations can use the framework they provided to further refine and define the role for today's growing nurse residency programs. The nurse resident development specialist role is one example of how organizations can maximize the NPD practitioner's knowledge, skills, and abilities to elevate their residency to the next level of effectiveness and success. The NRDS role can greatly impact residency outcomes such as retention, competency, and length of orientation (Guthrie et al., 2013). We suggest that every effort should be made to use the role of NRDS to promote a smooth, supportive transition into clinical practice for future generations of nurses.
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