The BIG word - RETENTION!!!!!

[RNPATL]

I have found that RN/LPN retention is one of the most important parts of my job as a nurse manager. I think a decent compensation package (salary and benefits) goes a long way to helping nurses stay in their job, but the single most important thing I have found has been whether a nurse feels like he/she is appreicate and valued. Over the years, I have involved nurses in the management of the unit, asking for their input on policies, scheduling and many more things, but I have found that the single most important thing for a nurse to stay is that pat on the back and a simple thanks for the hard work.

Over the last year, I have worked as a staff nurse and realized more than ever, that being appreicated is almost worth as much as getting the pay check. Hello .... please don't get me wrong, raises are very NICE (I am a single father remember), but aside from money, having the manager recoignize something that I did and provide me with a positive comment or feedback, made me feel appreciated and valued as a member of the team.

What do you do for your nurses in relationship to retention? Perhaps we can share some ideas of things that have worked for us. Also, nurses that are reading this forum might want to add a comment about what makes them want to stay at their current job. Like I said earlier .... sure money is great, but I am talking about things besides money.

[SmilingBluEyes]

I Like how you think Pat, but one problem I see. Most of the PEOPLE who NEED to read this surely are not......and don't care. Trust me. :angryfire

[SmilingBluEyes]

I Like how you think Pat, but one problem I see. Most of the PEOPLE who NEED to read this surely are not......and don't care. Trust me. :angryfire

[SmilingBluEyes]

Here's what NOT to do:

Announce at the staff meeting that you know turnover has been horrendous, but it's because you're hiring the best and the brightest, and they go on to bigger and better things. After all, anyone who would stay in a staff nurse position in this unit for a decade has to be mediocre. (This is why I left my last job -- the final straw anyway!)

Announce that you have self-scheduling in a computerized system and that once the staff member has inputted their schedule, it's written in stone. Then change around everyone's scedule before posting the final draft.

Take the MD's side every single time there's a dispute between a nurse and a physician. After all, the MD has more education and makes more money -- that makes him right all the time, doesn't it? No need to listen to the nurse's side of the story.

Take the patient/family's side every time there's a complaint. No need to hear what the nurse has to say. The customer is always right.

In fact, no need to support your staff at all!

Be quick with criticism, slow with praise. After all, they're supposed to be doing things right, so why should you have to recognize it?

Take overtime for granted. After all, work is more important than families, hobbies, church, etc.

Float incessently. Overstaff your unit on the holidays because you know other units are going to need help.

Fail to reward seniority in any way. That might piss off the new people.

Do not engage in small talk. The staff might begin to see you as human or, worse, begin to think that you see them as human!

Do not aknowlege a staff member you see outside of the work environment. See above.

Fail to learn the names of your staff. After all, they're interchangable anyway. (Actually had a manager tell me this is why she couldn't remember my name.)

Don't get to know the strengths and weaknesses of your staff. That's what you have assistant managers and charges nurses for after all.

"Forget" to pay overtime, charge pay, preceptor pay, etc. After all, aren't nurses working to help people?

Circulate a memo outlining the criteria for selection as charge nurse. Have everyone write an essay explaining how they meet the criteria. Give the position to the people you like the best even though they clearly do not meet the criteria. Explain that as manager, that's your perogative. Don't apologize when the folks who DID meet the criteria express disbelief or anger.

Counsel your assistant managers for rating everyone too highly in their evaluations. After all, if you have to promote someone up the clinical ladder, they get a pay raise and that will increase the staffing budget.

Have a list of criteria for being promoted up the clinical ladder. When someone meets all of the criteria, explain to them that now they have to jump through an additional hoop before they can be promoted. Keep this up until they quit.

I've experienced ALL of this. There are precious few good managers out there! I've been fortunate enough to have a couple of good managers, but not recently.

EXCELLENT! I worked for ONE manager who did NONE of these things....she was tough but fair. She was an EXCELLENT manager and advocate, as well as role model. I miss working for her everyday. If I ever moved back to Oklahoma, I would work for her in a heartbeat. (never will be living there again, likely).....................................

[SmilingBluEyes]

Here's what NOT to do:

Announce at the staff meeting that you know turnover has been horrendous, but it's because you're hiring the best and the brightest, and they go on to bigger and better things. After all, anyone who would stay in a staff nurse position in this unit for a decade has to be mediocre. (This is why I left my last job -- the final straw anyway!)

Announce that you have self-scheduling in a computerized system and that once the staff member has inputted their schedule, it's written in stone. Then change around everyone's scedule before posting the final draft.

Take the MD's side every single time there's a dispute between a nurse and a physician. After all, the MD has more education and makes more money -- that makes him right all the time, doesn't it? No need to listen to the nurse's side of the story.

Take the patient/family's side every time there's a complaint. No need to hear what the nurse has to say. The customer is always right.

In fact, no need to support your staff at all!

Be quick with criticism, slow with praise. After all, they're supposed to be doing things right, so why should you have to recognize it?

Take overtime for granted. After all, work is more important than families, hobbies, church, etc.

Float incessently. Overstaff your unit on the holidays because you know other units are going to need help.

Fail to reward seniority in any way. That might piss off the new people.

Do not engage in small talk. The staff might begin to see you as human or, worse, begin to think that you see them as human!

Do not aknowlege a staff member you see outside of the work environment. See above.

Fail to learn the names of your staff. After all, they're interchangable anyway. (Actually had a manager tell me this is why she couldn't remember my name.)

Don't get to know the strengths and weaknesses of your staff. That's what you have assistant managers and charges nurses for after all.

"Forget" to pay overtime, charge pay, preceptor pay, etc. After all, aren't nurses working to help people?

Circulate a memo outlining the criteria for selection as charge nurse. Have everyone write an essay explaining how they meet the criteria. Give the position to the people you like the best even though they clearly do not meet the criteria. Explain that as manager, that's your perogative. Don't apologize when the folks who DID meet the criteria express disbelief or anger.

Counsel your assistant managers for rating everyone too highly in their evaluations. After all, if you have to promote someone up the clinical ladder, they get a pay raise and that will increase the staffing budget.

Have a list of criteria for being promoted up the clinical ladder. When someone meets all of the criteria, explain to them that now they have to jump through an additional hoop before they can be promoted. Keep this up until they quit.

I've experienced ALL of this. There are precious few good managers out there! I've been fortunate enough to have a couple of good managers, but not recently.

EXCELLENT! I worked for ONE manager who did NONE of these things....she was tough but fair. She was an EXCELLENT manager and advocate, as well as role model. I miss working for her everyday. If I ever moved back to Oklahoma, I would work for her in a heartbeat. (never will be living there again, likely).....................................

[SmilingBluEyes]

I have to say, however, in defense of nurse managers, It's got to be HARD as HELL, being sandwiched between an uncaring and out-of-touch administration and some bullying and trifling doctors-------and angry, disgruntled and overworked employees. That is why I won't go into management if I can help it. They can't pay me enough for those headaches and the time spent away from my family. I feel for nurse managers these days. It's hell out there.

[SmilingBluEyes]

I have to say, however, in defense of nurse managers, It's got to be HARD as HELL, being sandwiched between an uncaring and out-of-touch administration and some bullying and trifling doctors-------and angry, disgruntled and overworked employees. That is why I won't go into management if I can help it. They can't pay me enough for those headaches and the time spent away from my family. I feel for nurse managers these days. It's hell out there.

[chioma]

yess u feel great when your work is appreciated. Money is not everything

[RNPATL, DNP, RN]

I have to say, however, in defense of nurse managers, It's got to be HARD as HELL, being sandwiched between an uncaring and out-of-touch administration and some bullying and trifling doctors-------and angry, disgruntled and overworked employees. That is why I won't go into management if I can help it. They can't pay me enough for those headaches and the time spent away from my family. I feel for nurse managers these days. It's hell out there.

All I can say is I totally agree and you put it better than I could have!

[nicurn88]

This is the mindset at my hospital. I have personally heard these words come out of the mouth of the Chief Nursing Officer: "You NICU nurses make too much money!" Well if they would hire more experienced RNs, we wouldn't be working so many extra shifts and messing up their "budget". Personally I don't care about numbers and budgets, my main concern is for the safety and well being of my babies (patients). We have a great group of nurses in our unit and our unit succeeds despite of our nurse manager. Many of us "older" nurses have completely lost respect for her, but we stay at this facility because we love our jobs and the people we work with. Plus the fact of 13 years of senority. As I said in a previous post, I believe that a nurse manager must create an environment of respect, shared responsibility, trust, support and open communication. I truly believe that clinical experience and education helps in the position of manager. Communication skills, open-mindedness, and leadership abilities certainly don't hurt. Thanks.