![]() Since Toolkit CMA (Realty Toolkit) was one of the first online CMA applications, we get a lot of questions about how Cloud CMA compares to Toolkit CMA. mail_outline phone 85 (M-F 9am to 5pm Pacific).(This story originally appeared in Health Leaders. Carol Davis is the Nursing Editor at HealthLeaders, an HCPro brand.“The good news is that healthcare executives, specifically those charged with hiring nurses,” said Iman Abuzeid, MD, co-founder and CEO of Incredible Health, “are embracing the opportunity to change their hiring and retention methods to improve patient care and the nurse experience.” Some 96% of the executives reported plans to prioritize permanent nurse staff over temporary staff, with 55% of respondents not increasing the number of travel nurses within their hospital systems over the last year. Executives are eager to change this dynamic, as costly temporary staff significantly affects the health system’s bottom line, along with the culture in nursing units. Nearly all (93%) of health systems employ travel nurses to keep up with patient demand, with 75% of respondents saying that temporary nurses make up a quarter of their nursing staff. Nearly 80% of executives noted a reduction in loyalty and tenure with younger nurses, in contrast to 21% in older nurses. Requiring more career advancement opportunities: 74% vs.Seeking more specialized roles: 54% vs.Compensation demands: 78% of younger nurses request increases vs.While 35% point to conflicts between generations on teams, most differences lie in what younger and older generations request from their employers, the report notes.īesides far more flexible schedule requests from younger nurses, large gaps also exist in: nursing workforce made up of four generations-baby boomers, Gen X, millennials, and Gen Z-with an average age of 52 years, it’s not surprising that 95% of health system executives have noticed generational differences in their approach to work and career growth. Sign-on bonuses continue to be the primary method to attract nurses, with 35% of hospital executives saying they are still offering them, followed by increasing salaries for nurses (26%), and improving patient-to-staff ratios (16%).īut sign-on bonuses and higher salaries, only 33% of nurses feel fairly compensated in their roles. Similarly, though one-fourth of nurses point to limited career advancement training and opportunities as a reason they would leave nursing before retirement, many health systems are not prioritizing these programs and opportunities as a hiring and retention method. Instead, hospitals are focusing more on compensation rather than flexibility as a hiring differentiator, the report says. Health systems reported 80% of younger nurses requested more flexible scheduling, yet only 11% of health system executives surveyed actually offer more flexible schedules. ![]() What nurses look for in an employer and what employers offer to hire and retain nurses are misaligned, the report says.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |