Staff Retention: Becoming a Facility of Choice

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Webinar

Date:4/26/2017
Start Time:12:00 AM
End Time:12:00 AM
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Additional:
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Description:

Provided by MHA Center for Education

Date & Time

Wednesday, April 26, 2017
10 - 11 a.m.

Register on or before Friday, April 21, to ensure delivery of instructional materials.

MHA members — $225
Nonmembers — $275

The webinar registration fee is for one phone line connection. Additional phone line connections each will be charged a registration fee. Multiple participants on the same connection is encouraged. Get more value by inviting colleagues to join you!

This webinar is being offered at a reduced registration fee to MHA-member hospitals because of a contribution from MHA Management Services Corporation.


Audience

department heads, supervisors, human resources, senior leadership


The following program content was provided by the speaker.


Overview

Today’s economy may have diminished the intensity of the “nursing shortage,” but the “shortage” still exists and will become more pronounced throughout the next decade as baby boomers age. In addition, nursing school faculty shortages are causing thousands of applicants to be turned away from the nursing profession. Besides the turnover savings, staff retention has been shown to positively impact the recruitment of new staff, quality outcomes and patient satisfaction. Your staff is your most valuable asset, and this has been proven true through the years with “word of mouth” still being the No. 1 referral source for prospective staff. This webinar will present a compilation of best practices targeted at staff retention and innovative recruiting initiatives. The “signature interviewing process” and “employee care plan” will be two takeaways supported with literature references from the Gallop book “First Break All the Rules” and “Love Them or Lose Them.”


Objectives

  • identify two major events leading to today’s nursing shortage
  • name three key strategies for an organization’s success in retaining staff
  • list the 12 key work processes/strategies that will results in becoming the facility of choice
  • identify the “signature interviewing process”


Topics

  • Nursing Shortage Overview
    • how we get to where we are
    • to develop the solution we need to understand the problem
  • Best Practice Models for Retention
    • benchmarks in and outside of health care
    • common themes for success in these models
  • Three Key Retention Strategies For Success: Strategies and Examples
    • organizational commitment
    • human resources as the employee advocate
    • becoming the facility of choice
  • Becoming the Facility of Choice
    • The 12 Processes/ Strategies in Becoming the Facility of Choice
      • Recruiting: initiatives that produce results-chess game strategy
      • Interviewing: the signature process
      • Orienting-experienced: new graduate residency program
      • Managing: staff leave managers not the organization
      • Developing: inter-unit assignments
      • Including: unit operating council
      • Recognizing: clinical ladder, the elastic band concept
      • Following: the employee care plan
      • Scheduling: multi shifts, multiple per-diem grades
      • Welcoming: tips for the first day and the unit introduction
      • Practicing: process flows, hassle free work environment
      • Supporting: tuition up front


Faculty

Barbara Faruggio, M.S., R.N.
Clinical Integration Specialists LLC
Lavallette, N.J.

Barbara Faruggio is a principal of Clinical Integration Specialists LLC, a consulting group offering diverse services in the areas of hospital operations, case management, clinical costing, pathway “revitalization” and outcomes management. Faruggio has more than 20 years of experience as a vice president for patient care services in a variety of settings. Her responsibilities included the development of a home health department, geriatric service line and a clinical costing system. Later, as a nursing executive of an integrated system which included 1,000 acute care beds, three long-term care facilities, and a 130-bed, free-standing behavioral health center, Faruggio focused on the development of inter-facility clinical guidelines and staff relationships.