What would you do - page 2

by SashaO 2,595 Views | 15 Comments

Recently while having a discussion with my manager on the second day of my job, the vice president comes in, introduces herself, and interrogates me about why I chose nursing and my motives for moving out of state. I did not... Read More


  1. 2
    I'd feel good, because I got hired in spite of being out of state (must have presented one heck of a good interview) and because money does matter.
    SashaO and Orange Tree like this.
  2. 1
    What would I do?
    I would choose my battles wisely- and this would not make the cut by a long shot.
    SashaO likes this.
  3. 1
    I'm the hard-core, worker's rights union guy, and I would agree with the majority here who say this is not something to report. Sounds to me like someone having a bad day. Let it go and move on with your job. And, contrary to what they might tell you in orientation, HR departments are there to protect management and avoid liability. They are not there to protect the average worker, unless that also happens to line up with the other two. In the days before our hospital was union, HR was actually useful in a couple of cases of blatant sexual harrassment of workers by supervisors - that fits with the "avoid liability" goal. But they were never helpful in protecting the employee's basic rights - which fits with the "protect management" goal.
    SashaO likes this.
  4. 0
    Quote from Orange Tree
    What would I do?
    I would choose my battles wisely- and this would not make the cut by a long shot.
    Thanks. I try not to let little things get to me. In the future I plan to think about it and laugh.

    I learned today that she is currently on chemotherapy so.....I took that into consideration.

    I'll just learn what I can and pray for her
  5. 0
    Quote from Mulan
    How so?
    So for every new nurse that stays it cost the hospital $60,000 to recruit them.

    How so?

    This is how it can cost $60,000 to hire a new grad that stays....

    First you have to figure in that a new hire will have to go through screening, background checks, HR, interviews with managers, fill out forms etc.. this cost is anywhere from a few hundred to $1000 per new hire.

    Then with a new grad one must not only orientate them but precept them. While precepting the employee is getting benefits and pay while not "actually" contributing to staff ratios and what not. So you are paying someone for learning but not helping with staffing. Standard preceptorships are 3 months. The hospital is paying the preceptor for their time, paying the new grad, and paying someone to temporarily fill in the shifts the new grad will be working once off preceptorship. This can be overtime for some of the people in this equation. Also the new grad must take educational classes and what not HIPPA, Nonviolent Crisis intervention, ACLS, ect. These classes often cost money to the hospital to provide the class in addition to the money they are paying the educator.

    A low ball estimate for all this is $25,000 per new grad. Now on average 50-60% or more new grads quit their first job within the first year of hire. They think the grass is greener on the other side of the fence, or find it wasn't their niche, or whatever. So to keep one new grad a hospital must train 2 new grads, which means double the cost. So even though they only spent 25-30,000 on the new grad that stayed, they lost the same ammount to the new grad that left.

    Thoughts anyone?
  6. 0
    I would have said that I disagreed with her statement and then rolled my eyes at her at least once.


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