HR Strategies for Nurse Retention



HR Strategies for Nurse Retention

Introduction

Dissatisfaction with managers has frequently been cited as a reason why nurses leave both their employers and the nursing profession (Shobbrook, Fenton, 2002, 534-536). Nurses have a desire to be an integral part of the healthcare team and to be considered a valuable entity with a specific contribution brought to caring for patients. In theory, providing these positive outcomes rests squarely on the shoulders of the managers but this is not what is occurring (Shobbrook, Fenton, 2002, 534-536). Nurses cite the lack of recognition, dissatisfaction with the work environment, inability to move up in the organization, stress and anxiety, and the perception that the nurse manager does not respect the nurse as compelling reasons to resign. Keeping in view the growing nurse shortage, the hospital management needs to be conscious about the HR management (Nemetz, 2012). The paper discusses the strategies of the HR functions in retaining and motivating the nurses.

The HR strategies

Planning

The initial task for an efficient nurse manager is to identify need for the nursing staff. In this decision, the planning goals must be realistic that balances the staffing need with the right pool of candidates. The nurse staffing needs will be effectively served if the recruiters develop and implement a nurse recruitment plan for each fiscal year. The annual recruitment planning process manages the nurse staffing by rational anticipation. It determines the current nursing needs, establishes the recruitment objectives, predicts future needs, identifies the strategies for realizing the objectives and evaluates the success of recruitment plan.

Recruitment

Collaboration and partnerships must continue with the intention of retaining current nurses and increasing the number of new RNs available to meet future health care needs. Recruitment efforts can be formal or informal, formal efforts can include going to career fairs, advertising on the Internet, and using outreach efforts such as professional organizations, conferences, and publications. Informal efforts consist of employee referrals, social networks, and the recruitment organization's status. Non-monetary rewards such as flex time and empowerment may be more effective to promote recruitment and retain staff within the organization (Rigolosi, 2005, 25-36). When an employee realizes that an organization does not have adequate education and growth opportunities to meet personal goals, most likely the organization will not retain that employee. Nemetz, (2012) note, an important recruitment plan includes focusing on both ethnic and racial minorities including men, for a more diverse nurse ...