Category: Nursing Recruitment

Health care professionals, organizations, and policy makers are calling for expansion of the nurse practitioner (NP) workforce in primary care to assure timely access and high-quality care. However, most efforts promoting NP practice have been focused on state level scope of practice regulations, with limited attention to the organizational structures.
NPs were more likely to be satisfied with their jobs and less likely to report intent to leave if their organizations support NP practice, favorable relations with physicians and administration, and clear role visibility. Creating productive practice environments that can retain NPs is a potential strategy for increasing the primary care workforce capacity.

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Attracting top nursing talent is often challenging; for most healthcare organizations, the emphasis is on retaining those who they attract and hire. In the past, talent acquisition and retention weren’t in close proximity — organizations would find a talented employee and then focus on keeping him or her. The truth is, they should be thinking about retaining talent before they even start the search. The toolbox for keeping talented team members includes performing prehire assessments and observing the data/trends. This article gives you tips on finding the sutures: the nurses who weave into the culture of your unit and stay for the long haul.

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Delegates at this year’s RCN congress will discuss the impact of funding cuts on nurses’ education and development.
Education is key to fixing ‘the leaky bucket’, where more nurses are leaving the profession than joining it, says a specialist RCN group.

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The study investigated whether the existing mentoring program at the selected
General Hospital provided benefits (job satisfaction, development of clinical nursing skills,
and transition into the role of a practitioner) to the Newly Registered Nurses (NRNs)
The NRNs who received formal mentorship had achieved job satisfaction,
developed clinical nursing skills and transitioned to the practitioner role more significantly. NRNs job satisfaction, development of clinical nursing skills and transition to the practitioner role was closely related to demographic variables such as specialty in the profession, formal mentoring and the length of the mentorship experience in the mentoring program.

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In the Netherlands, hundreds of students register annually for a nursing programme, but not all of these students manage to complete their training. The main aim of this study was to examine which factors affect student nurses’ decision to leave or complete their programme.
Student nurses started their studies with many dreams, such as caring for people and having the opportunity to deliver excellent nursing care. When their expectations were not met, their dreams became disappointments which caused them to consider stopping and even to leave (attrition). The role of lecturers and mentors seems invaluable in protecting and guiding students through their programme and placements. Optimal cooperation between lecturers and mentors is of paramount importance to retain student nurses in their training programmes.

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This study was conducted to identify the influence of nurse manager and peer group caring behaviors as perceived by nurses on intention to retention. The scores for ‘manager and peer group caring behaviors’ and intention to retention were all at a moderate level, although the subjects perceived ‘peer group caring behaviors’ as higher compared to ‘manager caring behaviors’ To improve nurses’ intention to retention, it may be necessary to alter the transfer and arrangement strategies of their working environments to better consider nurses’ aptitude and competence, and thereby increase both manager and peer group caring behaviors.

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The purposes of this study were to develop and test the Baptist Health Nurse Retention Questionnaire (BHNRQ) and examine the importance of nurse retention factors. The results of the principal components analysis revealed 3 subscales: nursing practice, management, and staffing. Analyses demonstrate that the BHNRQ is a reliable, valid and clinically useful instrument for measuring important factors related to nurse retention.

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The Irish Nurses and Midwives Organisation (INMO) remains locked in talks to secure meaningful strategies to address staffing, recruitment, and retention problems plaguing the country’s nursing and midwifery workforce.
A campaign to stimulate action kicked oft in late January and led to intensive discussions at the Workplace Relations Commission (WRC) with a range of stakeholders including the Department of Health, Department of Public Expenditure and Reform, and the Health Service Executive (HSE).
It also involved the Services Industrial Professional and Technical Union (SIPTU).
Initial talks revealed health service management had no workforce plan to address ongoing unsafe staffing levels that are compromising patient care and negatively impacting upon the health and safety of nurses and midwives..

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A new fast-track nursing scheme will be piloted from September, but is this the right approach to tackling the workforce shortage, or should the NHS focus on keeping the staff it has?

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Don’t wait to be asked, seek support early on, says Dementia UK head of research Karen Harrison Dening. Karen Harrison Dening has more than 40 years of nursing experience, more than 30 of which are in dementia care. She has worked for charity Dementia UK for the past ten years, initially as a consultant Admiral Nurse specialist and then as head of research and evaluation. For her PhD from University College London she focused on advance care planning and end of life care in dementia. She holds honorary academic positions at the universities of Liverpool and Nottingham, where she lectures and is involved in research.

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