Staff Retention Through Mentorship in the Labor and Delivery Unit
Kensay Nelson
Western Governors University
Professor Christine Hadsell
May 13, 2026
, D156: Business Case Analysis for Healthcare Improvement
Healthcare Improvement Project: Introduction and Project Initiation
Organizational Problem
A. Problem
The healthcare improvement project will address nurse turnover in the Labor and
Delivery unit at Mount Sinai West. The unit experiences a revolving door pattern, where
nurses gain skills and then leave for other hospitals or specialty areas. This turnover
creates staffing gaps, workload strain, and pressure on remaining nurses. De Vries et
al. (2023) found that retention in hospitals depends on workload, work relationships,
development support, and organizational conditions.
Labor and Delivery turnover is concerning due to managing high-risk mother and
infant situations. Turnover may affect team dynamics, continuity of care and stress
during critical care situations. Pressley and Garside (2023) found intention to remain is
linked to satisfaction, support, leadership and environment. The project will retain staff
by developing mentorship programs for new and early-career nurses. This will help
retain nurses through mentoring, connection and development.
A1. Background
The problem occurs within a high-acuity unit that requires skill, confidence, and
teamwork. Inexperienced Labor and Delivery nurses may be transitioning from
orientation into practice while they're learning to develop judgment and confidence.
Alspach et al. (2023) highlighted transition to practice as a time of support, readiness,
confidence and practice stress. Anecdotal feedback from nurses leaving the unit
, identified burnout, inequitable workload, lack of preparation and unsafe staffing levels
as issues.
Novice nurses also felt they were not supported when caring for complex patients
post-orientation. Gong et al. (2022) reported that mentoring increased nurses'
organisational commitment. A survey was developed for novice nurses off orientation
for 1 year or less. The survey assisted in determining support, workload, confidence and
mentorship needs. This indicates a process is needed for nurses to get support after
orientation.
B. Stakeholders
The stakeholder group includes novice nurses, experienced nurses, nurse
leaders, educators, human resources staff, patients, and families. New graduate nurses
are highly interested as the mentorship program impacts their confidence, support and
retention. Bell et al. (2025) demonstrated mentorship programs can support novice
nurses and decrease turnover by providing support. Experienced nurses have influence
because they can be mentors and role models for the unit.
Nurse leaders have power because they approve staffing, assign mentors,
provide resources, and evaluate. Human resources have interest and influence because
turnover impacts the costs of recruitment, orientation and hiring. Patients and their
families have interest because retention promotes safety and continuity of care. Gill-
Bonanca (2024) explained mentoring as a retention approach that promotes inclusion
and connectedness. Each of these stakeholders has an impact on implementation
through their involvement, support, approval or feedback throughout the project.
Project Team
Kensay Nelson
Western Governors University
Professor Christine Hadsell
May 13, 2026
, D156: Business Case Analysis for Healthcare Improvement
Healthcare Improvement Project: Introduction and Project Initiation
Organizational Problem
A. Problem
The healthcare improvement project will address nurse turnover in the Labor and
Delivery unit at Mount Sinai West. The unit experiences a revolving door pattern, where
nurses gain skills and then leave for other hospitals or specialty areas. This turnover
creates staffing gaps, workload strain, and pressure on remaining nurses. De Vries et
al. (2023) found that retention in hospitals depends on workload, work relationships,
development support, and organizational conditions.
Labor and Delivery turnover is concerning due to managing high-risk mother and
infant situations. Turnover may affect team dynamics, continuity of care and stress
during critical care situations. Pressley and Garside (2023) found intention to remain is
linked to satisfaction, support, leadership and environment. The project will retain staff
by developing mentorship programs for new and early-career nurses. This will help
retain nurses through mentoring, connection and development.
A1. Background
The problem occurs within a high-acuity unit that requires skill, confidence, and
teamwork. Inexperienced Labor and Delivery nurses may be transitioning from
orientation into practice while they're learning to develop judgment and confidence.
Alspach et al. (2023) highlighted transition to practice as a time of support, readiness,
confidence and practice stress. Anecdotal feedback from nurses leaving the unit
, identified burnout, inequitable workload, lack of preparation and unsafe staffing levels
as issues.
Novice nurses also felt they were not supported when caring for complex patients
post-orientation. Gong et al. (2022) reported that mentoring increased nurses'
organisational commitment. A survey was developed for novice nurses off orientation
for 1 year or less. The survey assisted in determining support, workload, confidence and
mentorship needs. This indicates a process is needed for nurses to get support after
orientation.
B. Stakeholders
The stakeholder group includes novice nurses, experienced nurses, nurse
leaders, educators, human resources staff, patients, and families. New graduate nurses
are highly interested as the mentorship program impacts their confidence, support and
retention. Bell et al. (2025) demonstrated mentorship programs can support novice
nurses and decrease turnover by providing support. Experienced nurses have influence
because they can be mentors and role models for the unit.
Nurse leaders have power because they approve staffing, assign mentors,
provide resources, and evaluate. Human resources have interest and influence because
turnover impacts the costs of recruitment, orientation and hiring. Patients and their
families have interest because retention promotes safety and continuity of care. Gill-
Bonanca (2024) explained mentoring as a retention approach that promotes inclusion
and connectedness. Each of these stakeholders has an impact on implementation
through their involvement, support, approval or feedback throughout the project.
Project Team
