US Nursing Shortage (PART VII)

What solutions exist then to improve the nursing shortage? (continued)

Let’s continue the discussion of Group 2’s hiring and retention practices. If shortage projections hold, the next decade will leave no choice but to look beyond the traditional configuration of employment. This means:

  1. Continue to take advantage of expensive contingent workforce: Patient care can’t wait, and hospitals often need to find nurses on short notice because they simply can’t find anyone to fill the labor shortfall. Hiring contract (or agency) nurses is rarely (probably never!) a profitable alternative and they are disliked by their peers and management. If your institution has no other choice and needs to go down this route, it is better to negotiate temporary terms that allow you to fix your hiring process and avoid the continual roller coaster of needing them.
  2. Rarely do agency nurses become full-time employees. But that shouldn’t deter you from looking for ways to permanently incorporate them as part of your work group. Remember that the right HCMs can help you offer agency nurses the kind of flexible work they’re looking for; and think of their onboarding as part of your hiring…you’re already paying a hefty premium for them, so make onboarding second to none!
  3. Also, negotiate “favorable break-up terms” with agencies (any clause that allows you to keep temporary nurses sans penalties!). This is often overlooked and the high fees can prohibit the pursuit of a permanent relationship.
  4. Finally, set up mentors who can “sell” the value of your institution to these nurses. “Cold receptions” and antipathy will not help to maintain them!

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