Critical care nurse · 2026
Orientation of New Graduate Nurses to Acute and Critical Care: Reimagining the Preceptor Role.
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McDermott Carrie, Haun Philip J, Robinson Elisabeth, Russo Lillian
Аннотация
BACKGROUND: Hospitals and health systems experienced unprecedented levels of nurse turnover during the COVID-19 pandemic, increasing the need for new graduate nurses in the postpandemic workforce.
LOCAL PROBLEM: With a growing shortage of qualified preceptors, a redesign of the preceptor role was proposed. Clustering new graduate nurses into small groups of 2 to 5 allows for increasing the number of new graduate nurses onboarded with a limited number of preceptors.
METHODS: A group-orientation model was used to assign a preceptor dedicated to orientation and unburdened with patient assignment to a small group of new graduate nurses. New graduate nurses stayed within the group for the first phase of onboarding, from 4 to 8 weeks, then transitioned to 1:1 supervision with a preceptor for the last phase of orientation.
RESULTS: Preceptor and new graduate nurse satisfaction increased. New graduate nurse retention also increased by 3 percentage points compared with new graduate nurses oriented with the traditional model over the same period. The cost of preceptor salaries in the first 15 months of the group-orientation program was approximately $10 000 per new graduate nurse.
DISCUSSION: The group-orientation model appears to be financially viable, with favorable impact on new graduate nurse retention.
CONCLUSION: A group-orientation model for onboarding new graduate nurses may be a useful approach to accelerate onboarding, enhance satisfaction, and decrease turnover. The cost of providing group orientation may be offset by cost savings seen when new graduate nurse retention increases.
LOCAL PROBLEM: With a growing shortage of qualified preceptors, a redesign of the preceptor role was proposed. Clustering new graduate nurses into small groups of 2 to 5 allows for increasing the number of new graduate nurses onboarded with a limited number of preceptors.
METHODS: A group-orientation model was used to assign a preceptor dedicated to orientation and unburdened with patient assignment to a small group of new graduate nurses. New graduate nurses stayed within the group for the first phase of onboarding, from 4 to 8 weeks, then transitioned to 1:1 supervision with a preceptor for the last phase of orientation.
RESULTS: Preceptor and new graduate nurse satisfaction increased. New graduate nurse retention also increased by 3 percentage points compared with new graduate nurses oriented with the traditional model over the same period. The cost of preceptor salaries in the first 15 months of the group-orientation program was approximately $10 000 per new graduate nurse.
DISCUSSION: The group-orientation model appears to be financially viable, with favorable impact on new graduate nurse retention.
CONCLUSION: A group-orientation model for onboarding new graduate nurses may be a useful approach to accelerate onboarding, enhance satisfaction, and decrease turnover. The cost of providing group orientation may be offset by cost savings seen when new graduate nurse retention increases.