Introduction
It is important to discuss how to best recruit, select, and retain high caliber candidates in an area where there is a shortage of healthcare workers. There is now a severe shortage of registered nurses (RNs) in the United States. In this paper, I will provide an overview of the factors contributing to the RN shortage, explain the importance of completing a proper job analysis and job design, and outline possible recruitment and retention strategies.
Overview of the RNs’ Shortage
The United States is observing a noticeable shortage of RNs. Recent data shows that the US is expected to have more job openings for RNs through 2022 than any other profession (Haddad et al., 2022, para. 2). According to the US Bureau of Labor Statistics, additional 275,000 RNs will be needed from 2020 to 2030 (Haddad et al., 2022, para. 2). RN employment opportunities are expected to grow at a faster rate (9%) than all other occupations from 2016 to 2026 (Haddad et al., 2022, para. 2). There are several contributing factors to the shortage of RNs in the US. One factor is the aging population of the country: the demand for healthcare services increases as people age (Haddad et al., 2022). This puts pressure on the healthcare system and leads to a greater need for RNs. Another factor is the high burnout rate among RNs, which can result in early retirement or career changes (Bakhamis et al., 2019). Finally, there is the matter of competition with other industries (Folbre et al., 2020). RNs may be attracted to work in other industries that offer better pay and working conditions.
Job Analysis and Design
A thorough job analysis must be carried out in order to address the RN shortage. Examining the RN position’s responsibilities, duties, and requirements will determine the knowledge, skills, and abilities (KSAs) required to do the job well (Morse et al., 2020). The results will be used to create a job description and selection criteria fit to attract the best candidates. The organization and its people can both profit from proper job design in a number of ways. For instance, thoughtful job design can boost production and efficiency for the organization (Ali et al., 2019). Employees are provided the tools and support they need to do their duties safely and effectively, which can also help to lower the likelihood of mistakes and accidents. In other words, appropriate job design can boost employees’ motivation and satisfaction (Ali et al., 2019).
Recruitment, Selection, and Retention
To recruit new RNs, a variety of methods will be used. Job postings on professional networking websites will reach a large pool of candidates. Job shadowing opportunities will be offered to nursing students as a way to introduce them to the organization and recruit them upon graduation. Attendance at industry conferences will allow the organization to connect with potential candidates in person (Kruse et al., 2020). Encouraging the employees to refer their qualified colleagues can be a way to find new talent (Schlachter & Pieper, 2019). To retain our RNs long-term, we will create a positive organizational culture that supports the well-being and development of our employees. Medical coverage, retirement programs, and paid leave are just a few of the benefits that could be attractive for the employees. Providing opportunities for professional development and advancement could include training programs, leadership development, and education assistance (Chamanga et al., 2020). We will offer flexible scheduling and time off policies to help our employees manage their work and personal commitments. We will work to foster strong relationships with our employees through regular check-ins, feedback sessions, and other forms of support.
Positive Organisational Relations
Another aspect of retaining employees is building positive relationships within the organization. This includes fostering open communication, promoting teamwork, recognizing and rewarding employees for their contributions, and providing supportive leadership (Rajamohan et al., 2019). Positive organizational relations contribute to the creation of a supportive work environment that can boost job satisfaction (Cummings et al., 2021). Staff commitment to delivering their best work is more certain once workers feel valued and appreciated by the company (Cheng et al., 2020). By implementing these elements of positive organizational relations, we can create a work environment that will help us retain our highly qualified RNs for the long-term. Encouraging open and honest communication can be done through regular check-ins, feedback sessions, and other opportunities for employees to share their thoughts and concerns. Leaders should encourage employees to work together and share ideas, and provide opportunities for team-building activities (Rajamohan et al., 2019). Moreover, it is important to show appreciation for employee efforts through things like praise, bonuses, and other forms of recognition (Cheng et al., 2020). Finally, the organization needs to make sure that employees have access to approachable and supportive leaders who are available to offer guidance and support.
Conclusion
In conclusion, addressing the shortage of RNs in the country is a top priority. By completing a proper job analysis and job design, we can attract the best candidates for our organization and create a positive and supportive work environment that will help us retain these employees for the long-term. Through the use of effective recruitment strategies and the implementation of positive organizational relations, we can ensure that we have the highly qualified RNs needed to meet the demands of our healthcare system.
References
Ali, H., Safan, S., & Mabrouk, S. (2019). Work design and its relation to productivity among staff nurses. Menoufia Nursing Journal, 4(1), 69– 76. Web.
Bakhamis, L., Paul, D. P., Smith, H., & Coustasse, A. (2019). Still an epidemic. The Health Care Manager, 38(1), 3–10. Web.
Chamanga, E., Dyson, J., Loke, J., & McKeown, E. (2020). Factors influencing the recruitment and retention of registered nurses in adult community nursing services: an integrative literature review. Primary Health Care Research & Development, 21. Web.
Cheng, L., Cui, Y., Chen, Q., Ye, Y., Liu, Y., Zhang, F., Zeng, W., & Hu, X. (2020). Paediatric nurses’ general self-efficacy, perceived organizational support and perceived professional benefits from Class A tertiary hospitals in Jilin province of China: the mediating effect of nursing practice environment. BMC Health Services Research, 20(1). Web.
Cummings, G. G., Lee, S., Tate, K., Penconek, T., Micaroni, S. P., Paananen, T., & Chatterjee, G. E. (2021). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115, 103842. Web.
Folbre, N., Gautham, L., & Smith, K. (2020). Essential workers and care penalties in the United States. Feminist Economics, 27(1–2), 173–187. Web.
Haddad, L. M., Annamaraju, P., & Toney-Butler, T. J. (2022). Nursing shortage. In StatPearls. StatPearls Publishing.
Kruse, J. A., Didion, J., & Perzynski, K. (2020). Strengthening student nurses’ sense of belonging through attendance at a professional nursing conference. AORN Journal, 112(3), 227–236. Web.
Morse, B. L., Anderson, L., Combe, L. G., Delack, S., Ondeck, L., & Homme, C. (2020). U.S. school nursing job analysis. The Journal of School Nursing, 38(2), 126–137. Web.
Rajamohan, S., Porock, D., & Chang, Y. (2019). Understanding the relationship between staff and job satisfaction, stress, turnover, and staff outcomes in the person‐centered care nursing home arena. Journal of Nursing Scholarship, 51(5), 560–568. Web.
Schlachter, S. D., & Pieper, J. R. (2019). Employee referral hiring in organizations: An integrative conceptual review, model, and agenda for future research. Journal of Applied Psychology, 104(11), 1325– 1346. Web.