Presentation Title: Maximizing Recruitment and Retention at the Unit Level As we enter the 21st century we are again looking at a nursing shortage. As staff nurses and leaders in pediatric hematology/oncology, this must be an immediate and ongoing concern. As the demand for more intensive and technologically advanced medical care is demanded for children, we will need even more nurses, but we have less nurses entering the work force. Even when we have adequate numbers of nurses entering the workforce we still have challenges recruiting nurses who want to work in our specialized areas. With this upcoming shortage of nurses we must find ways to retain our current staff and recruit the best new graduate nurse.
As we enter a new nursing shortage, most facilities continued to retain the view that if a nurse left, he or she could be easily replaced without much cost involved. As we are again looking at a staffing shortage, many organizations are looking at the actual cost involved with replacing an RN.
Group of nurses, Base Hospital #45
Nurse log, Quinault Rain Forest Nature Trail
Nurse PractitionerWhen looking back at the trends of the past 15 years, of hiring, training, losing RN to other institution, rehiring new nurses, and training again, many hidden costs are not being captured as part of the actual turn over costs. The direct cost for recruitment, hiring and training a new graduate RN is approximately $12,000, but when the hidden cost of overtime to cover the position and actual lost productivity is included, the actual cost is closer to $50,000.
Most Health Care Orgainzations focuses on the hygiene factors identified by Frederick Herzberg1. Focusing on the items that would prevent job dissatisfaction but not actually create job satisfaction. Our focus remains on competitive salaries and fringe benefits. We even promote our great working conditions and job security, but these are still hygiene...