Shortage Of Employees And Staff Retention Management Essay

Shortage Of Employees And Staff holding Management EssayRetention of nurses at healthcare nerves has been a problem for several eld. With the aging population in the United States the nursing shortage will become more critical. The side at Grayson County regional Health shopping mall indicates a problem with employee retention. The group that is most affected are the nurses where retention rates have ranged from 15%-50 %( heat and Fottler, 2010) over the last several years. The best ways to retain employees is to first screen and select the best qualified employees. This piece of ass be done by means of automated screening tools, peer audiences, and retention focused management. Three organizations will be compared in this article. The 30 nursing homes in New York and Connecticut, the Jupiter Medical Center in Jupiter Florida will be referred to as guinea pigs of how retention problems after part be solved. The Eastern Idaho Regional Medical Center in Idaho Falls, Idaho is another organization that has fortunate solved recruitment issues and has crapd a culture where people stay due to good working conditions and benefits. Solutions to retain employees once they are hired will be discussed by creating a culture where people feel appreciated. Recommendations will be given to solve Grayson County Health Centers employee retention problems.Good jobShortage of Employees and Grayson County Regional Health CenterGrayson County Regional Health Center is a private non-for-profit 225 bed acute care hospital located in a hoidenish community in a southeastern state. The hospital provides a range of inpatient and outpatient services. There is 24 hour emergency care offered. The hospital serves Grayson County and trine other neighboring counties. The population of the county is 60,879 with 53% African Americans, 42% Caucasians and 5% Hispanics. (Fried, et al. 2010) The area suffers from economic hardships where many of the manufacturing jobs have relocated.Th e Employee turnover at the hospital is a 40%, and for nurses the turnover rate has ranged from 15-50% the last few years. (Fried, et al .2010) Medicare and Medicaid are heavily relied on for the income at the hospital. The hospital is not able to compensation belligerent market wages for the nurses and other professionals. The result is the hospital is under staffed and the quality of care is a concern. There are many things to consider to how this situation can improve. Can better communication between the staff and the management be implemented, to create an environment where employees feel valued? A retention specialist place or committee should be considered for retaining employees. Not retaining employees can bell an organization a lot of money. Do you have an estimate of how much it can cost? If more employees stayed with the organization money could be reallocated to pay staff a competitive wage. Another question to be answered is if anyone in the community can be retrain ed for the jobs at the hospital, where unemployment is so high in this county. Retrained for jobs such as?The costs of employee turnover can be radically changed by retaining more employees. One example given by Quint Studer (2006) if an organization with 3000 employees which have an average salary of $45,000 a year , a 1% reduction in turnover equals more than 1.3 million in a years time. One of the problems at Grayson County was the inability to pay employees competitive wages. Wages being one of the crucial ways to benefactor retain employees it would be beneficial if the costs saved from employee turnover could create a way to pay the employees better.In the text by Fried et al. (2010 p.198) states that recruitment and selection are the key to retention, one important part in the selection process is to screen the job applicants to see if they fit with the organizational set and have the skills necessary for the work. Another consideration is it can be easier to teach skills t han to change attitudes of employees. Determining which applicant fits the organization can be done by asking behavioral questions in the interview to gain insight to the skill sets the applicant possesses and their values. How do behavioral questions differ from ad hominemity tests? Having peers involved in the interview process can help with the selection process to find an applicant that fits best with the organization. The first 30-60 days are the most crucial to retaining an employee. The employee turnover can be 25% in the first 30-60 days ( Studer, 2006). Making sure to follow up with new hires to clarify expectations, recognize efforts and encouraging the employee to give helpful examples of past work experience that would be beneficial for the organization can help with retention in the crucial first 30-60 days. These tactics have been be to work at a 340 bed hospital in Downers Grove, Ill where a reduction of employee turnover improved by 36.5 % in a years time. ( Studer , 2006)The Healthcare Advisory Board (HCAB) conducted an extensive review of recruitment and retention strategy and identified each strategy relative soundness. The HCAB review yields five effective retention strategies Firstly, selecting the right employees. Secondly, management improving the orientation and on-boarding processes by creating a buddy program and other opportunities that help new employees establish professional and personal relationships with colleges. Thirdly, monitoring turn over to identify specific root causes, including identifying managers whose departments have high turnover. Fourthly, efforts in developing and implementing ways to retain valued employees in the organization will reduce turnover percentages. Fifthly, although marginal in its effectiveness the HCBA recommended systemically attempting to reverse turnover decisions. (Fried et al. 2010).Other retention strategies given by Fried et al (2010) Where to create a culture where people want to stay beca use they enjoy their work. The manager does this thru empathy and truly caring for the welfare of the employees creating authentic connections with each staff member. This can bequeath for better focus on problem solving in the organization. A generic strategy for retention is through competitive compensation, differential and premium pay through signing bonuses, forgivable loans, and extensive benefits.In Jupiter Medical Center (JMC) in Jupiter, Florida Paul Dell Uomo (2009) reported that they suffered from recruiting and retention problems which were a problem in opening up more beds to serve the community. After weighting the options it was decided to outsource the recruitment function which helped in organizing hiring practices. This cut costs including a 1 million dollar decrease in contract labor (Uomo, 2009).