Retention and Recruiting Strategies Matrix

Retention and Recruiting Strategies Matrix
Select one specialty area in your organization that is experiencing retention issues.
Research retention strategies for the specialty area using at least 4 peer-reviewed journal articles less than 5 years old.
Complete the following matrix to compare and contrast various nursing retention strategies.
Retention and Recruiting Strategies Matrix
Specialty Area:
Type of retention strategy Benefits of using this stategies Challenges of using this stratgy Evidence-based Reference
Format your references according to APA guidelines- Retention and Recruiting Strategies Matrix.
HSN 555 WEEK 5 Nurse Manager as Coach
Reflect on a peer or new nurse who was struggling in their position.
Develop a 350- to 700-word plan to address their needs from the perspective of a nurse manager using principles of effective coaching. Include the following:
Complete a job analysis of the person’s job.
Describe the current performance, desired performance, strategies to ensure commitment to the change, and follow-up plans.
Retention and Recruiting Strategies Matrix
Align the action plan with organizational mission, vision, and goals along with rationale.
Develop a mentoring and education or training plan for the employee to help prepare him or her for the next role.
Research and provide at least two credible sources less than 5 years old, including the course textbooks, to support your plan.
Include an APA-formatted reference list.
Submit the assignment as instructed by your facilitator.
There can be a lot of ethical dilemmas within the workplace. Some can be as simple as the nurses and physicians not seeing eye to eye. Other ethical dilemmas could be the nurses feel like they have an inequitable workload (Bajwa, Hamid, Kanwal, Rhalid, and Mubarak, H. (2016). This is something that is especially on my mind right now. Our hospital census has been almost double what it normally is for almost four months. Nurses are feeling overworked and as if their workload is more than they can handle. There is constant talk of this. Many good nurses have left recently due to this complaint. One argument is that even with the increased census, the nurses still take much smaller patient loads than many of the neighboring hospitals are required to take. But because our nurses have been a little “spoiled” the last several years with a lower census, they now are not satisfied with a normal full patient load. The major dilemma becomes 1) are our patients being taken care of and 2) can how do we focus on being profitable while satisfying the nurses.
Employee Appreciation
“When employees are recognized for their achievements and feel appreciated by their organization, they tend to feel content and engaged, boosting the odds they will stay in their current post,” according to the research (Lefton, 2012, p. 332).
This technique improves nurses’ motivation, job performance, self-esteem, dedication, and inspiration while also increasing their involvement with the organization and its leadership.
Due to the lack of guiding principles and policies in healthcare settings, it may be difficult to pinpoint specific behavioral patterns that are associated with exceptional nursing.
In addition, nurses who are not chosen for the recognition awards may experience feelings of dissatisfaction, worry, and despair, resulting in strained working relationships.
Lefton is a character in the film Lefton (2012)
Empowerment of Nurses
“Implement organizational methods that enable shared team governance, open leadership communication, and supportive and sympathetic nursing team interactions,” according to healthcare organizations (Linnen & Rowley, 2014, p. 45).
By taking into account the requirements and expectations of nurses, shared team governance and decision-making is likely to lessen work overload in the specialist area, while open leadership communication has the potential to solve the issue of bad management leadership.
This technique is contingent on the nurse manager’s desire to make adjustments and tactics for empowering nurses in practice environments.
In addition, obstacles such as nursing shortages, racial considerations, supervisor support, and hospital-based structural flaws may hinder the strategy.
Linnen and Rowley (2013); Chaudhuri, Yealts, and Cready (2013) (2014)
Employee Reward Program
Extrinsic and intrinsic rewards are frequently used by healthcare organizations to effectively recompense their staff depending on characteristics such as merit and workload, resulting in low turnover and absenteeism.
A good employee reward system improves employee performance and motivation while also increasing employee loyalty and commitment to the company.
Furthermore, research shows that non-monetary incentives might help attract and retain top-performing nurses.
Because of the monetary incentives, this technique may be costly to implement.
If nurse supervisors do not take the effort to clarify the reasons for awarding productivity or excellent performance, it has the potential to strain interpersonal relationships and produce workplace problems.
Finally, research demonstrates that varied rewards drive personnel.
As a result, due to a lack of prior knowledge on person-specific motivational factors, implementing the technique may be problematic.
Tourangeau et al., Tourangeau et al., Tourangeau et al., Tourangeau et al., Tourangeau et al., Tourangeau et (2014)
Development and Training
Because of its proclivity to improve individuals’ potential through in-house training, public seminars, executive education seminars, and e-learning, this strategy attracts and maintains high-performing personnel.
This method not only improves group engagement and motivation, but it also allows employees to network and share ideas with their colleagues.
It also allows nurses to gain valuable skills that may be applied in practical settings to improve organizational and patient outcomes.
This method will necessitate a significant amount of administrative support and finance.
As a result, in the absence of supporting work settings, it may be difficult to execute.
Furthermore, due to their broad nature, several types of in-house training and public seminars are unable to teach appropriate knowledge to nursing attendants.
Finally, because there is no human connection or direct instructor engagement with e-learning, it relies on self-motivation to succeed, therefore nurses with low motivation and self-efficacy beliefs are less likely to benefit.
Paplanus, Bartley-Daniele, and Mitra (2014); Cleary, Horsfall, Muthulakshmi, Happell, and Hunt (2013); Cleary, Horsfall, Muthulakshmi, Happell, and Hunt (2013)
T. Chaudhuri, D.E. Yealts, and A. Cready (2013).
Factors influencing nurse aid decision-making in nursing homes.
2572-2585 in Journal of Clinical Nursing, 22(17-18).
For only $14.00 $11,90/page, we will create a unique Emergency Department: Retention and Recruiting Strategies Matrix just for you.
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M. Cleary, J. Horsfall, P. Muthulakshmi, B. Happell, and G.E. Hunt (2013).
Graduate nurse perspectives on career advancement.
2605-2613, Journal of Clinical Nursing, 22(17/18).
C. Lefton, C. Lefton, C. Lefton, C. Lefton, C. Lefton, C. Lefton, C. Lefton, C. Lefton, C. Lefton, C. Lefton, C. Lefton, C. Lefton, C
D. Linnen and A. Rowley (2014).
Nursing Management, 45(2), 44-47, encourages clinical nurse empowerment.
L.M. Paplanus, P. Bartley-Daniele, and K.S. Mistra (2014).
A clinical ladder advancement program for nurse practitioners in a university-affiliated, integrated medical center.
424-437 in Journal of the American Association of Nurse Practitioners, 26(8).
C.A. Rhodes, M. Bechtle, and M. McNett (2015).
Impact of an advanced practice registered nurse incentive compensation plan on provider and organizational results.
Nursing Economics, vol. 33, no. 3, pp. 125-132.
A. Tourangeau, E. Patterson, A. Rowe, M. Saari, H. Thomson, D. McDonald, M. Squires, A. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson, E. Patterson (2014).
Factors influencing whether or not a home care nurse will stay in her current position.
1015-1026 in Journal of Nursing Management, 22(8).

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