Shortage Of Employees And Staff Retention Management Essay

Shortage Of Employees And Staff computer storage Management EssayRetention of nurses at health dread organizations has been a riddle for several age. With the aging population in the United States the breast feeding shortage will become more(prenominal) critical. The case at Grayson County regional Health Center indicates a problem with employee retentiveness. The group that is most affected argon the nurses where retention rates thrust ranged from 15%-50 %( deep-fried and Fottler, 2010) over the hold water several years. The best ways to retain employees is to first screen and select the best qualified employees. This bottom be done by automated screening tools, peer interviews, and retention focused management. Three organizations will be compared in this article. The 30 nursing homes in New York and Connecticut, the Jupiter medical checkup Center in Jupiter Florida will be referred to as examples of how retention problems wad be solved. The Eastern Idaho Regional M edical Center in Idaho Falls, Idaho is an early(a) organization that has successful solved enlisting issues and has created a culture where people flummox due to good work 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 disposed(p) 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 secluded non-for-profit 225 bed acute care hospital located in a rural community in a southeastern state. The hospital provides a range of inpatient and outpatient services. in that respect is 24 hour emergency care offered. The hospital serves Grayson County and three 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 hardsh ips where many of the manufacturing jobs stimulate relocated.The Employee overthrow at the hospital is a 40%, and for nurses the perturbation 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 move over competitive 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 snap off communication between the staff and the management be implemented, to create an environment where employees feel valued? A retention specialist position or committee should be considered for retaining employees. Not retaining employees can bell an organization a lot of money. Do you abide 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. A nother question to be answered is if anyone in the community can be retrained 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 switchd by retaining more employees. One example given by Quint Studer (2006) if an organization with 3000 employees which take hold an average salary of $45,000 a year , a 1% simplification in turnover equals more than 1.3 jillion in a years time. One of the problems at Grayson County was the inability to pay employees competitive wages. Wages universe one of the all important(p) ways to help retain employees it would be unspoilt 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 enlisting and selection are the key to retention, one important part in the selection knead is to screen the job applicants to see if they fit with the organizational values and have the sciences necessary for the work. Another consideration is it can be easier to t to each one skills than 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 rise up an applicant that fits best with the organization. The first 30-60 years 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, accept 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 proven to work at a 340 bed ho spital in Downers Grove, Ill where a reduction of employee turnover improved by 36.5 % in a years time. ( Studer, 2006)The Healthcare informatory Board (HCAB) conducted an extensive review of recruitment and retention strategy and determine each strategy relative specialty. 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 because 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 allow 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, excusable 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).