References
Evaluation of the DAISY (Diseases Attacking the Immune SYstem) Award for recognising excellence in nursing
Abstract
Background:
With increasing demand for nursing services worldwide, the onus is on healthcare systems to implement measures to improve retention. The DAISY Award was designed to celebrate nursing with the suggestion that it may improve staff retention.
Aim:
To describe the experience and impact of winning the DAISY Award.
Method:
Data were collected through virtual semistructured interviews from award winners (n=4), nominees (n=4) and nominators (n=4). An analytical framework was developed to allow the responses of the three groups to be compared.
Findings:
Four major themes emerged from the responses: awareness of the DAISY Award; the nomination process, the impact on retention and winner benefits.
Conclusion:
Being nominated or winning a DAISY Award had a positive impact on nurses' feelings towards their role. This was a small evaluation in a single organisation, so the value of adopting the DAISY Award for recognising nurses' contributions to patient care merits further investigation, especially with regards to its effects on retention.
Although nurses account for more than half of the world's healthcare workers, with approximately 28 million in the nursing profession worldwide, there will be a global shortfall of 5.9 million nurses according to the World Health Organization's (WHO) (2020)report on the state of nursing globally. These data do not reflect the impact of the pandemic, which has further highlighted the need for more nurses and midwives.
In 2019, the WHO said that 2020 would be a year to recognise the global contributions nurses and midwives make to improve the health of patients around the world (WHO, 2019). However, with efforts being made to increase the profile of nurses and midwives globally, work is still required to ensure that these important staff members are retained.
With an increase in demand for nursing services worldwide, healthcare organisations need to manage their nursing resources strategically to meet future demand (Oulton, 2006). Retaining high-performing nurses is difficult at best and, throughout the course of the pandemic, the need has been exacerbated in terms of numbers and types of nursing specialties needed (Spurlock, 2020). When a nurse leaves an organisation, replacing this staff member has cost implications, including those of recruitment and orientation of their replacement, as well as the indirect cost of the loss of organisational knowledge (Jones, 2004).
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