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This area deals with assessing the need for and the supply of professional and other personnel. Functions include recruitment, selection, training, compensation, and evaluation of such personnel and examining ways to evaluate productivity and monitor accountability for results.
Nurse recruitment & retention
Posted by: Elizabeth Greer on May 29, 2008 at 3:15PM EST
In the highly competitive environment that we have today...what can we offer prospects that is not already being offered by our competitors?  Turn over is a problem that we all have to deal with...I am curious if any of you have found ways to be more successful in retention?
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(9) Comments
Posted by: Elizabeth Watanabe on May 29, 2008 3:42PM EST
In our rural southeast Alaskan communities, we continually struggle with the retention of healthcare personnel. We often find ourselves in the unfortunate predicament of hiring traveler nurses or locums (temporary) employess to fill the gap. The problem with that is multi-faceted: patients' do not see consistencies with healthcare delivered by the same doctors, nurses, etc.; the cost of hiring these employees is much higher than hiring permanent employees; and this situation creates a higher stress level for management because it is never certain that full staffing will occur. So, essentially, we have not found positive solutions for retention, and are always trying to find ways to improve our retention.

Posted by: Samuel Joseph on May 30, 2008 4:39PM EST
I work with a not-for-profit community health center where turn over among nurses was very high. This not only increased training/hiring costs, etc but also hurt the quality of medical care provided. It was hard to compete with well-funded large hospitals that offered high salaries, maid services, etc to attract nurses. However, the availability of higher salaries was not always the reason for the turnover.

In the medical environment there are still employees (albeit very few) who have a passion for medical care. Creating a positive job environment is one step to keeping nurses and other medical care providers happy. This requires good communication, a flater organizational structure and honest 360-degree reviews that are taken seriously. HR can track which depts or supervisors have the highest turnover.

While it sounds overly simplistic, supervisors should be encouraged/rewarded for minimizing turnover without compromising medical care. To minimize turnover, HR needs the help of supervisors who are in daily contact with their staffers. Usually several months before a nurse actually leaves, her colleagues will notice the unhappiness. Not all staff requests/needs can be accommodated. However, addressing simpler issues like flexibility in working hours, etc, etc can minimize turnover. These steps have helped in the community health center.


Posted by: Cristin Wilson on June 3, 2008 10:53AM EST

Posted by: James Polous on June 3, 2008 12:52PM EST

Posted by: James Polous on June 3, 2008 12:53PM EST

Posted by: Annamarie Martinez on July 21, 2008 1:21AM EST
Please remember this is one of the benefits of this rewarding profession is to change, change shifts,change depts,change hospitals,change states.
However having some succes in this arena I have found having dept nursing leaders passionate about what they DO and mentoring those less senior are critically important. Nurses want to feel both encouraged and supported as they face these day to day challenges which on many days seem insurmountable. Lastly, recognizing how important it is to the nursing profession that they be given education opportunities with pay for both clinical and professional development.

Posted by: Sandra Evans on July 21, 2008 2:22PM EST
I read an ariticle that stated "people join a company but leave their manager. One of the local hospitals was closed and re-opened shortly thereafter because the community and leaders in the community put pressure on the hospital. One of the reasons that there was outpouring of support, was because the people loved how they were treated by the medical staff, and fought hard to keep the hospital open. Also, the nursing staff was fighting just as hard to keep the hospital open. The medical staff could have worked for any number of hospitals in the area. But at this hospital, they were a family. It was less about the money, but more important, management supported/encouraged them, provided opportunities, acknowledged their contributions, and they (nursing staff) loved their job. When we have retention issues, we may want to dig deeper and analyze tbe root cause.

Posted by: Lillian Moya-Levi on August 26, 2008 10:40PM EST
I agree, although compensation seems to be the biggest reason why an employee stays at a job, this is really not the case. Employees like to be appreciated, treated with respect, and want to be trusted. If an organization encourages managers to do this for employees, retention is higher.

Posted by: Kevin Engle on August 28, 2008 4:29PM EST
I agree with Lillian. Creating a culture in which employees feel appreciated and respected. An environment in which they share in the decision-making process. One that meets their individual needs as professionals and as people. That is the culture that will gain and retain employees...not to mention get your Press Ganey scores to the 99th percentile on both employee and customer satisfaction...and maximize productivity...and EBITDA!!!