Are Your Recruitment Strategies Up to Date?
| Are your recruitment strategies|
| The answer is important to continued customer satisfaction with and referral to your facility|
An interesting fact that was documented recently: Nine of the top ten items correlated with residents’ likelihood to recommend your facility are related directly to their interactions with frontline staff and management (see “Benchmarks of Resident Loyalty”). We also know that as the baby boomers come closer to age 85 (beginning in 2031), long-term care becomes a very real possibility for them, but nursing homes may not be adequately staffed to accommodate them.1 And, finally, we know that job dissatisfaction, while a general term, encompasses more than discontent with money or schedules, but also frustration with the environmental culture of the facility.
Three interrelated factors are vital to the development of a facility that staff are both drawn to and committed to: a thorough and impressive interview process, accommodating basic needs of the staff, and a work environment in which employees can truly enjoy their jobs.
The Interview Process
Peer interviewing is also vital to the hiring of an employee, as it allows both sides to get a taste of what the other offers. Employees, one-on-one, are more likely to give honest expectations and previews of the working environment, offering invaluable information to the candidate and observing his or her responses. An orientation program is a selling point to many candidates and should be highlighted in the interview.3 Therefore:
Maintaining a manageable schedule between work and home life is of primary concern for those in the nursing profession, as the staff shortage has meant vast amounts of overtime in recent years. Schedules must be developed with employee input, or managers will be at risk of last-minute “no-shows.” Flexible scheduling is also vital to staff retention. These concerns have led some organizations to reconsider the standard 8-hour day/40-hour week. Thus:
|For more information about nursing home resident satisfaction, read the Press Ganey 2005 Health Care Satisfaction Report, available at: www.pressganey.com/products_services/readings_findings/findings/default.php.|
| Creating an Environment in Which Employees Want to Work|
In some cases, one will find that the happiest employees in the nursing profession are far from the highest paid or best scheduled. Often the reason given for leaving the long-term care industry is not one identifiable complaint but a number of factors that make it difficult for the staffer to enjoy the work.
Talented people are usually not attracted to (and rarely stay with) an organization that offers high monetary compensation but fails to provide a culture of caring. Maintaining open lines of communication with the nursing staff and listening to what challenges them and what their needs are will allow organizations to make individualized accommodations. Invite employee dialogue, and address the following questions: Where is the organization going? How will it get there? What is each employee’s role in realizing that vision? And what is in it for each employee?3 Also, by making continuing education and training a priority, the nursing home acknowledges that continuous learning is important to both the employee and the organization.6
Recognizing a job well done and the character traits that allowed for it to happen are essential motivators for employees. The three R’s of employee management can drastically change the work atmosphere: respect, recognize, and reward.7 Implementing a program through which both residents and employees can recognize those who go above and beyond the standard tasks or show a special level of caring will promote that kind of behavior. Thus:
|Danielle Costello and Laura Vercler, MA, CPHQ, are in Knowledge Management for Press Ganey Associates, South Bend, Indiana. For further information, phone (800) 232-8032 or visit https://www.pressganey.com To send your comments to the authors and editors, email firstname.lastname@example.org.|
1. The Future Supply of Long-Term Care Workers in Relation to the Aging Baby Boom Generation. Report to Congress. May 14, 2003. Available at: https://aspe.hhs.gov/daltcp/reports/ltcwork.htm.
2. Expert techniques for finding, hiring and keeping peak performers. Nurse Recruitment and Retention Newsletter, October 2003;1(3):25-36.
3. Recruitment and retention in uncertain times. Nursing Spectrum, October 6, 2003. Available at: https://community.nursingspectrum.com/magazinearticles/article.cfm?AID=10560.
4. Lafer G, Moss H, Kirtner R, Rees V. Solving the nursing shortage: Best practices for recruitment and retention of nurses. Washington, D.C.: United Nurses of America; American Federation of State, County and Municipal Employees, AFL-CIO; May 2003. Available at: https://www.afscme.org/una/sns08.htm.
5. Grob G. Emerging Practices in Nursing Homes (OEI-01-04-00070). Washington, D.C.: Office of Inspector General, Department of Health and Human Services; March 2, 2005. Available at: https://oig.hhs.gov/oei/reports/oei-01-04-00070.pdf.
6. Abrams MN. Employee retention strategies: Lessons from the best. Healthcare Executive 2004;19(4):18-22.
7. Klitch BA. Staffing to avoid deficiencies. Nursing Homes/Long Term Care Management 2000;49(10):14,16.
8. Reichheld FF. The one number you need to grow. Harvard Business Review 2003;81:47-54.
Topics: Articles , Leadership , Staffing