CV
Clinical Advancement
Components for
Success
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Years of experience
Additional education training and certification( beyond job requirement)
Recommendation by peers
Research
Staff education
Continuing Education
Leadership activities
Clinical Champion
Unit based, evidence-based practice
projects that will align with department
goals.
Mentorship/preceptorship
Maintenance
governance, physicians, human resources, administrators,
and educators.
Following the development of the program, a detailed proposal was submitted to the unit-based shared governance
council, followed by the human resources department.
Subsequently, the clinical advancement program for the
Specialists was endorsed by the executive leadership of the
organization.
A focus group, led by the Clinical Nurse Specialist, consisting of a Specialist, a registered nurse, and a Cath Lab
Manager was formed to implement, evaluate, and maintain
the clinical advancement program in the department.
The program was formally introduced to the Specialists at a
monthly staff meeting. A clinical ladder page was added to
the department’s internal website as a hub for information
and communication regarding the new program.
Currently, several qualified specialists have recognized the
value of the program and are pursuing the opportunity for
professional and salary advancement.
Staff members are the most valuable resource that an organization can retain. Professional advancement programs
are essential for developing specialists professionally and
personally.
This program promotes productivity, staff versatility,
enhances staff retention and morale, as well as, job satisfaction and cost reduction. This innovative practice supports
health care change by retaining qualified staff to improve
overall quality patient outcomes, as well as, enhancing cost
efficiency and organizational goals.
CV DIRECTIONS VOL. 2, NO. 2
Developing effective monitoring practices that will focus on:
• Negative/positive feedback
• Low/high volume of staff members
advancing
• Misinterpretation of content
• Decreasing internal/external challenges
• Increasing staff satisfaction
Benefits
Employee
• Job enjoyment and satisfaction
• Opportunity for organizational/departmental recognition
• Monetary incentive
• Networking/mentorship
Organization/Department
• Retention of high performing employee
• Decreased cost
• Opportunity to introduce evidence-based practice in the clinical
setting
• Departmental recognition (this would
be one of very few organizations that
have a ladder program for cardiovascular specialist).
• Physician satisfaction
• Culture change
Patient
• Improved outcomes as a result of
expertise care from the specialist and
utilizing evidence based practice
• Satisfaction with care
• Reduction of healthcare cost for patients
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