| Sumario: | Significance & Background: Between December 2022 and April 2024, our oncology clinics experienced significant turnover among nurse supervisors, averaging 25% monthly. At the start of this period, we had eight nurse supervisors, and according to the Advisory Board (2023), the average cost of turnover for a single RN was $52,350 in 2022--making this instability financially and operationally impactful. Purpose: Across our large academic cancer center, which spans four sites, we aimed to elevate the quality of oncology nursing care. A key part of this effort was stabilizing the nurse supervisor role, which is essential to daily clinic operations and team leadership. Our goal was to reduce turnover and build a strong, engaged leadership team. Interventions: We began by analyzing root causes of turnover, identifying workload and work-life balance as major contributors. To address this, we increased the number of nurse supervisor positions, reducing team sizes from 30-40 staff to more manageable levels. Onboarding was enhanced through biweekly one-on-one meetings with the Director of Oncology Clinical Operations during a 12-week orientation, followed by quarterly check-ins. We restructured the monthly nurse supervisor forum in collaboration with cancer center nursing directors to foster ongoing support and engagement. Additional initiatives included a growing book club to build connection, flexible staffing arrangements tailored to individual needs, and active encouragement for nurse supervisors to lead quality improvement projects. Results: Over the past 16 months, we have achieved zero turnover among nurse supervisors overseeing clinic operations. As of September 2025, our team has grown to 16 nurse leaders. This stability reflects the strength and engagement of our leadership team, who are actively contributing to team development and clinical excellence. The monthly forum has become a dynamic space for collaboration and innovation. Discussion: Investing in leadership development yields meaningful and lasting results, including financial benefits. Sustaining these improvements requires empathy, intentionality, and commitment -especially when guiding nurses new to leadership. This approach not only transforms individuals but also strengthens the long-term culture and success of the cancer center. These efforts are ongoing as we continue to build and support a resilient leadership team.
|
|---|