6th Edition of World Nursing Science Conference 2026

Abstract

An Intensive Care Unit (ICU) in a community-based hospital that serves several communities in urban and suburban settings experienced several years of declining employee satisfaction and high staff turnover.  During the time of the team’s disengagement, this ICU was also undergoing a major transition, that included but were not limited to, working towards a closed unit model that would be maintained by their own intensivist team, changes in leadership that welcomed new leaders as well as had bedside team members seeking growth opportunities for advanced roles, and rebuilt a core nursing team that had seen a significant turnover in years prior. 
This 32 bed ICU is located within an acute care facility in Northeast New Jersey.  The facility has 472 licensed beds and cares for more than 14,800 inpatients.  It serves eight different municipalities throughout nine zip codes.  Those zip codes are located in Bergen, Essex, and Hudson counties.   
Recognizing the need to shift the unit’s culture and ensure that the leadership team is able to reengage with the team, new initiatives were aimed at improving staff satisfaction, communication, and professional growth and development. Their goal was to create a collaborative environment in which staff felt that they had a say in decisions being made that would shape the unit’s culture and future direction.
To support these efforts, several interventions were implemented. These included, but were not limited to, a series of recurring meetings to encourage open dialogue, proposed expanded staff development opportunities, targeted efforts to reduce turnover, and consistent use of a staff recognition program. Baseline data was established using the hospital’s employee engagement survey. Additional metrics included staff turnover rates and professional growth within the department, such as training into charge nurse and preceptor roles, participation in the clinical ladder program, and attainment of national specialty certifications.
The 2024 survey results indicated that staff concerns were primarily related to communication and follow-up from the leadership team. Addressing these concerns became a central focus for the new leadership team. Through increased visibility, transparent communication, and structured follow-up, leaders worked to rebuild trust and strengthen relationships within the unit.
Following the implementation of these initiatives, the ICU experienced measurable improvements. This was noted with an increase in employee engagement scores, greater staff participation in development programs, and growth in the number of team members advancing into leadership and professional roles. Although significant progress was achieved in 2025, the ICU leadership team remains committed to sustaining this momentum and continuing to strengthen staff engagement and professional growth through 2026.