The experience of the past 12 months has offered lessons about how the programme might develop in future. For example, not all newly qualified nurses want to rotate, so static posts with the same development and support package were needed.
Staff in rotation posts frequently refuse to move on after a six-month placement in a clinical area as they enjoy being part of the team. But this can cause disruption to staffing levels.
The success of the development programme relied on the delivery of promises made. Staff who are satisfied will talk to others, and word of mouth can be a powerful recruitment tool.
The quality of the programme can only be maintained with adequate resources. It cannot work without the support of clinical area managers and the organisation as a whole. The key stakeholders need to be prepared and take ownership of the initiative.
The programme has to evolve on a continuous basis to meet the needs of the participants and the trust. Recruitment of nursing staff is a competitive process that requires innovation.