Building an Effective Team to Improve Wellness Outcomes Among Nurses

Abstract

Improving well-being in a large organization takes a dedicated team. It also takes leaders who understand that although the intervention team needs direction and goals, they also need decentralized governance to innovate strategies without management interference. Well-being programs must employ regular data collection, with feedback loops to executives who are poised to act on nursing personnel concerns, and back to staff. Using organization and safety science principles, we show decreases in burnout, distress, compassion fatigue, improved perceived organizational support, and net promotor scores. Perhaps the key success indicator is hardwiring the program into the organization’s operations and budget.