Recruitment, retention & restructuring report最新文献

Expanding shared governance beyond practice issues reaps positive outcomes such as quality staff leadership, enhanced communication to all nursing staff and increased high-level decision making beyond practice issues. Decisions may take slightly longer than with one council, as the cycle-time through multiple councils is greater, but recommendations are made with greater staff input and have a greater opportunity for success. Because of current changes in skill-mix and patient-focused care systems, involving staff in management, education, and quality issues as well as practice ones helps staff to successfully implement new delivery systems.

Although the market seems to be flooded with them, you may very well be facing a shortage of nurses. It has never been more critical to the survival of your organization to have the "right" nurses in place. By using a careful and intentional process of defining successful characteristics while your new care model is being designed, you should be able to avoid the pitfalls of recruiting during a period of urgent need. To hire the right nurses to support the restructured environment, you need to avoid the approach of hiring "all-at-once" just to fill vacancies.

A professional renewal program gives nurses the opportunity to reflect on their current work situation and imagine the opportunities for change and growth in the nursing profession. Nurses return to work refreshed and re-energized, directly affecting their working environment. This article gives specific strategies for developing a professional renewal program.

The settings for nursing practice are changing rapidly. Dwindling in-patient numbers and increasing out-patient care have compelled nursing programs to find student "clinical" learning experiences that reflect the changing health care delivery system. This article presents specific strategies for changing the clinical learning practicum experiences in nursing programs to respond to the changes in the health care delivery system.

Now that restructuring projects are under way, revision of the delivery system has expanded to related areas. One system that is being reviewed is the clinical ladder. This article discusses the future directions of clinical ladders within a restructured healthcare system.

Current trends in health care system hiring practices make it clear that new graduates need to consider additional alternatives for a successful job search in this highly competitive environment. Nurse executives, recruiters, human resource directors and faculty can help new graduates to find jobs, even during this period of tight job market. Strategies that executives, recruiters and faculty can use are discussed in this article.

Because of decreased tuition assistance at some hospitals, experienced nurses interested in advanced roles may quit rather than stay and expand their roles. This author describes how a hospital based philanthropic community group has helped provide scholarships for nurses interested in advanced practice and how to set up a similar scholarship program that will retain these experienced and motivated nurses.

With the health care environment changing so rapidly, this may be a time for nurse executives to consider moving from a traditional nurse executive position with inpatient focus to an ambulatory care or outpatient one. The nurse executive can evaluate her or his skills to determine if ambulatory administration is a good career move. In this article, the author, who has made the switch to ambulatory care, gives insightful advice to nurse executives who may be considering a similar move.

When a hospital closes it becomes the nurse executive's and human resource director's responsibility to ensure the quality of patient care through the transition as well as manage the staff during a stressful time. How do you keep enough staff to care for the patients during the closing period? This author, who has previous experience managing a hospital closure, describes strategies to keep staff and promote patient continuity during the closure process. She emphasizes the need to focus on both patients and staff.

With restructuring and skill-mix changes, nurses are delegating and coordinating nursing skills. Does this mean they are "supervisors" and not protected by the National Labor Relations Act? Not necessarily. These authors clarify several myths related to the Supreme Court ruling on nurses as supervisors and analyze case examples where nurses have been, and have not been, considered supervisors.