I have met many of today nurse leaders, human resource professionals and healthcare executives, and I’ve spoken to hundreds, possibly thousands, of industry experts.
I have often wondered why these industry power homes all struggle with the same nagging issue – recruiting and retaining skilled nurses – and the reason why they repeat the mistakes that were disastrous.
The demonstration inspired me to write”7 most frequent nurse retention mistakes,” bringing together inspirations in the many experts I have met, including Thieman. I hope this simple, but guide helps organizations find answers to the real difficulty of retaining and hiring quality nurses.
Many of the 7 most common mistakes can you realize in your organization?
- Inadequate staffing levels
Hospitals today are struggling to find and retain nurses. Despite the reason, the result is the same whenever there’s a period of nurse staffing levels. As the work load is absorbed by staff members, job satisfaction and stress increases declines, resulting in greater turnover. Therefore the cycle continues. We have been contacted by hospitals that have tried to maintain proper ratios, but the problem worsened. They’re frustrated; patient satisfaction suffers, along with safety, and nurses are miserable.
With change and all its complexities, a new approach is required by the healthcare environment of today. One focused on a multi-faceted recruiting and retention plan which begins by defining the proper nurse staffing ratios for your facility, sets retention and recruiting goals and utilizes proven short-term and long-term recruitment procedures.
As hoped nurse trainees aren’t as productive or satisfied with their positions. Why? It can be because training isn’t sufficiently customized to prepare nurses for the full-range of duties and expectations that will ultimately determine success at their organization.
What better way to learn this than from a co-worker and fellow nurse succeeding at work. I recommend a nurse preceptor program is adopted by our clients. Begin by asking yourself,”Who in my business do I need more of?” By deciding who has the temperament to 13, narrow your candidate pool. They are.
Bear in mind, there is a nurse not a good trainer. We teach our nurse placements communication skills that are specific and learning software to prepare them for preceptor functions. Don’t forget to modify your preceptors’ workloads to account for their new responsibilities, so they don’t experience rapid burnout.
- Cultural calamity
Every organization has dominant values, guide its practices and beliefs and attitudes that define it. Strengthens fellow co-workers, in addition to the business. However, one who is out of step with business culture inhibit the effectiveness of your nurse team and will bring down morale. In a high-stress, fast-paced environment where co-workers rely on a team that is fully working , cultural fit is vital. So, whether you’re onboarding staff or relying on an agency to train nurses that are international or traveling, start looking for a strong cultural and clinical program matched to your own organization. Ask how nurses on assignment are trained, so you know they will fit easily into the U.S. health care system and understand the needs of American patients. Are your physicians on assignment prepared to 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 retention.
- Lagging career and compensation opportunities
Recruitment and retention problems are guaranteed if your nurse compensation package does not keep pace, although not everyone is motivated by money. So, whether it’s flex schedules, bonuses, salary or time-off, be aware of what your competitors are offering and match or exceed that to ensure you don’t lose your very best nurses.
- Strategic planning that isn’t
The wineries are the hardest to recruit, and even harder to retain. You need a plan. Engage all stakeholders in developing your solutions, especially nurses. Think beyond your standard approach. Consider all options. Are hiring bonuses viable? Will they help construct a long-term, stable nurse staff? What role will international nurses play? How will you gauge the effectiveness of your plans?
- 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 organization and how have you prepared your nurse group? Market groups is not natural for adults – Boomers. After all, we’ve spent plenty of time creating styles and patterns, and we love those that think the same. Without motivation that is sufficient, that will not change. To optimize each generation’s contribution, your company needs to help facilitate the dialogue that fosters appreciation and understanding for the contribution of each group. Only then will you have a fully working team.
- Overly aggressive competitors
A client located in one state complained to me that, when he thinks he’s winning the nurse-shortage struggle, a competitor from a state stakes out in a hotel, and recruits and interviews his nurses – offering bonuses and work schedules. My response to this is refer to items 1 through 6 above.