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Topic: Quality Improvement 

Healthcare Staff Retention

Project

By Natalie Burnell

Posted with permission by student 9-3-20

Healthcare Staff Turnover Worldwide there’s a growing shortage of healthcare workers. The amount of turnover in healthcare workers is enormous. This can have huge costs for organizations and impact the quality of patient care. It also effects the employees themselves and their job satisfaction.

Project Goal

The goal of this project is to increase staff support, engagement and employee satisfaction in the effort to decrease turnover, call ins and intent to leave healthcare jobs.

Literature Review on Turnover Factors

Covington-Ward, Y. (2017)

Four themes surfaced for the motivation for doing direct care work from these interviews. These themes were passion for care work, quick money, easily obtained employment and direct care work as a pathway to other health occupations. Most were satisfied with their jobs although saw their jobs as temporary/transitional employment. They also believed that their jobs lacked the ability to be able to have any mobility. This study suggests that more should be done to make direct care work more rewarding and attractive for African immigrant workers. Other ideas for consideration include higher wages, sign on bonuses and employer supported advancement opportunities.

Gray et al. (2017) Common themes evolved from this review including the importance of employee engagement in any intervention development and the implementation process. The review found from a quality improvement perspective there’s a strong rationale for the promotion of mental health in the workplace. The results point towards a further need for research on organizational level interventions to promote mental health particularly in the need to for more research in low- and middle- income countries.

Heidari et al. (2017) Discovered the intention of new graduate nursing turnover was a repeated concern. It could be reduced via improving the nurses working conditions and support. This can be accomplished by attention to the shift requests, stress reduction, job stress, on time payment of salaries, encouragement of staff, support by managers, and proper strategies for any layoffs. Job satisfaction of nurses do affect their intent to stay and it also improves the quality of nursing care.

Radford et al. (2017) Found that employees were satisfied with their jobs to different extents and therefore suggests that there is an opportunity for residential care to look at the practices within the community care sector to improve employee’s intention to stay. Practices could look at redesigning roles to increase autonomy, focus on interprofessional team development, improving team culture and more virtual supervision to increase satisfaction.

Improved working

conditions and

employee support

Promotion of

engagement and mental

healthMotivation for direct care

work

Improving employee practices

Healthcare Workers Support Project Overview

1. Pay increase of 10% above market rate for the area

2. Employee Appreciation Committee formed

3. Career Ladder Developed

4. Organizational Funds assembled and budgeted each fiscal year to include employee professional development

Employees needing support was a theme that evolved from the literature review. Therefore, the project to reduce turnover or increase retention will start with implementing 4 initiatives.

Staff Education on the Project and Implementation

Information on the wage adjustments, opportunities for employee appreciation committee, career ladder and employee professional development funds will be disseminated first via an employee meetings then follow up postings and a detailed letter sent to each employees home.

Timeline The project will start immediately following the completion of the annual employee satisfaction survey and continue each quarter for a year. Employee satisfaction, turnover, call ins and intent to leave will be measured for a baseline and then once a quarter for a period of one year. Each quarters data will be examined to determine if it’s trending in the expected direction and if any modifications should be made.

Baseline September 2020

3 months Month

6 months Month

9 months Month

12 months Month

Staff resources available (including for questions and/or clarity) include their direct supervisor and Human Resources.

Employee Supervisor Human Resources

Happy Employees = Happy Patients

References

Covington-Ward, Y. (2017). African immigrants in low-wage direct health care: Motivations, job satisfaction, and

occupational mobility. Journal of Immigrant and Minority Health, 19(3), 709-715.

http://dx.doi.org/10.1007/s10903-016-0400-8

Gray, P., Senabe, S., Naicker, N., Kgalamono, S., Yassi, A., & Spiegel, J. M. (2019). Workplace-Based Organizational

Interventions Promoting Mental Health and Happiness among Healthcare Workers: A Realist Review.

International Journal of Environmental Research and Public Health, 16(22). https://doi.org/10.3390/ijerph16224396

Nursing staff retention: Effective factors. (2017). Annals of Tropical Medicine & Public Health, 10(6), 1467–1473.

https://doi.org/10.4103/ATMPH.ATMPH_353_17

Radford, K., & Meissner, E. (2017). Job satisfaction and intention to stay within community and residential aged care

employees. Australasian Journal on Ageing, 36(3), E1–E6. https://doi.org/10.1111/ajag.12416http://dx.doi.org/10.1007/s10903-016-http://dx.doi.org/10.1007/s10903-016-0400-8https://doi.org/10.3390/ijerph16224396https://doi.org/10.4103/ATMPH.ATMPH_353_17https://doi.org/10.1111/ajag.12416