Jason Wolf, President of the Beryl Institute has frequently iterated that those who work in the healthcare profession consider the job a calling. Taking into account the long hours, the general urgency, and the innumerable pressures of the day-to-day work environment, front-line healthcare providers have to love what they do. The American healthcare system thrives on the determination and perseverance of the people who work within it, and the pressures and expectations of the job are fueling dissatisfaction, which subsequently leads to turnover.
According to the Department of Health and Human Services, slightly more than two-thirds of registered nurses (69.5 percent) reported being even "moderately satisfied" with their jobs. By contrast, 85 percent of workers in other industries and 90 percent of professional workers are satisfied with their jobs. With job dissatisfaction comes turnover, and with the looming nursing shortage of an estimated 500,000 nurses by 2025, there is a major need to address nursing job satisfaction sooner rather than later.
So if nurses will have to work harder and there's less financial incentive to give good care, how will major healthcare organizations keep their staff from being dissatisfied with their jobs? How will the most dedicated caregivers be compensated for their commitment to excellence?
While PeopleFluent's talent acquisition solution is an ideal fit for identifying the best qualified healthcare providers, it is essential to proactively monitor performance through outcome-based goals measurement, and to follow through on best practices throughout the employee life cycle. As our informational brief alludes, frequent check-ins at the managerial level can help identify factors that contribute to nursing burnout, and two-way managerial feedback with healthcare leadership can help build accountability in ensuring all staffing needs are met. These practices can help identify the major pain points and geographical stresses that affect individual healthcare staffing markets.
Identifying future leadership
While not every nurse is cut out to be a VP, some nurses may be inspired to take on leadership roles within the organization. Since nursing staff have a granular view of what works and what doesn't, it is important to have the tools to identify front-line staff who will eventually craft future hospital staffing policies. Being able to monitor and track certifications side-by-side with performance commendations while giving and receiving feedback in real time creates an atmosphere of positive engagement, and can define a greater sense of purpose with the employee's career. And since healthcare professionals are in demand now more than ever, that may be the sole deciding factor for many caregivers who are potential flight risks.