I have met many of the influential nurse leaders, human resource professionals and health care executives, and I have spoken to hundreds, possibly thousands, of business experts.
I have often wondered why these business electricity homes all struggle with the same nagging issue – recruiting and retaining skilled nurses – and the reason why they repeat the exact disastrous mistakes.
The demonstration inspired me to write”7 most frequent nurse retention errors,” bringing together inspirations in the many specialists I have met, such as Thieman.
1. Inadequate staffing levels
Regardless of the reason, the result is the same if there’s a prolonged period of insufficient nurse staffing levels. As present staff members consume the work load, stress increases and job satisfaction declines, leading to greater turnover. Therefore the cycle continues. We have been contacted by physicians that have attempted for years to keep appropriate nurse-to-patient ratios, but despite their efforts, the problem worsened. They are frustrated; nurses are miserable, and individual satisfaction suffers, together with patient safety.
Together with its complexities and continuous change, today’s health environment demands a new approach. One focused on a multi-faceted recruitment and retention program which begins by defining the correct nurse staffing ratios to your facility, sets retention and recruiting goals and utilizes proven short-term and long-term recruitment procedures.
Why? It can be because training is not sufficiently customized to prepare nurses to the full-range of responsibilities and expectations which will ultimately determine success in their own organization.
I recommend our customers adopt a nurse preceptor program. Start by asking yourself,”Who in my business do I need more of?” They are powerful nurses who willingly take part.
Bear in mind, a fantastic nurse isn’t necessarily a fantastic trainer. We teach our nurse placements specific communication skills and learning software to prepare them for preceptor functions. Start looking for these skills in your employees or think about training for them. Then, do not forget to modify your preceptors’ workloads to account for their new responsibilities, so that they do not experience rapid burnout.
3. Cultural calamity
Every organization has dominant values, attitudes and beliefs that define it and direct its own practices. A worker who believes in these values strengthens the business, in addition to fellow co-workers. So, whether you are onboarding staff or relying upon an agency to train traveling or worldwide nurses, start looking for a strong cultural and clinical program matched to your own organization. Ask how physicians on assignment are trained, so you know they’ll fit easily into the U.S. health care system and understand the requirements of American patients. Are your physicians on assignment willing to effectively address Americans’ health concerns and expectations of the healthcare providers? Do they know the role of relationships and compassion?
Ensuring cultural orientation to your organization will strengthen your nurse group’s performance and bolster long-term consequences.
4. Lagging compensation and livelihood opportunities
Not everyone is motivated by money, but recruitment and retention issues are all but guaranteed if your nurse compensation package does not keep pace with marketplace competitors. So, while it’s salary, bonuses, flex schedules or time-off, be aware of what your competitors are offering and match or exceed it to make certain you don’t lose your very best nurses.
5. Strategic planning that is not
The best wineries are often the hardest to recruit, and even harder to retain. You require a plan. Engage all stakeholders in developing your strategic solutions, particularly nurses on the ground. Think beyond your typical approach. Consider all options before choosing what works best for your company. Are hiring bonuses workable? Will they help construct a long-term, stable nurse staff? What role will global nurses play? How will you gauge the effectiveness of your plans?
6. Boomers versus Millennials
By now, most of us know that these two very different generations communicate, think and work, well… very differently. But, what exactly does that mean to your company and how have you prepared your nurse group? Developing relationships beyond our comfortable, market groups isn’t natural for adults – particularly Boomers. After all, we have spent plenty of time creating particular styles and patterns, and we love the ones that think the same. Without adequate motivation, that will not change. To optimize each generation’s contribution, your company needs to help facilitate the dialogue that fosters appreciation and understanding for each group’s contribution. Only then will you’ve got a fully working, cross-generational team.
7. Overly aggressive competitors
A client located in 1 state complained to me that, when he thinks he is winning the nurse-shortage struggle, a rival from a neighboring country stakes out in a nearby hotel, and interviews and recruits his nurses – offering hiring bonuses and better work schedules.