A Practical Guide to Recruitment and Retention

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A Practical Guide to Recruitment and Retention

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A Practical Guide to Recruitment and Retention
Skills for Nurse Managers

Shelley Cohen, RN, MSN, CEN; Dennis  Sherrod

The forecast doesn't look good.

A shortage of nurses continues to be a major problem.

Facilities like yours are shelling out high salaries and signing bonuses just to get RNs in the door. Unfortunately, that hasn't proven to be enough. Once you get quality nursing professionals in the door, you need to know how to keep them from walking out.

Staff in, staff out, staff in, staff out . . . Stop the revolving door from spinning!

The "revolving door" trend is discouraging, but even more than that it's dangerous. Inadequately staffed facilities run the risk of preventable errors, avoidable complications, and increased length of stay and readmissions. And, many states are considering nurse/patient ratio legislation.

A Practical Guide to Recruitment and Retention is a handy book that provides you with practical, field-tested strategies to attract and, more importantly, retain high-quality nursing and healthcare personnel.

Filled with timely, user-friendly ideas, concepts, and tools, A Practical Guide to Recruitment and Retention helps today's nurse managers and nurse executives make effective decisions related to recruitment and retention. From recruiting student nurses to confronting troublesome nurses who can cause turnover, this book covers it all.

Inside this must-have book you'll find:

  • An in-depth look at youth recruitment
  • Appropriate methods to recruit and retain every type of nurse
  • Techniques for implementing quality work place improvements
  • Ideas for recognition and reward programs
  • Ways to embrace diversity in the healthcare workplace
  • Numerous tools, templates, and procedures to adapt to your facility
  • Case studies that will help drive the messages home and provide evidence of recruitment and retention strategies that work!


Table of Contents

  1. Embracing diversity in the workplace
  2. Developing Nurse Managers and leaders
    • Retaining and supporting the middle manager level nurse
    • Helping the Nurse Manager "make time" for staff
    • Improving interview skills and hiring techniques
  3. Employee and family-friendly policies and procedures
    • Expanding the EAP program
    • Focus on flexible orientation processes
    • Surprising staff with the unexpected
  4. Professional models of care
  5. Implementing quality workplace improvement systems
  6. Assuring interdisciplinary collaboration
    • Building collaborative practices between nursing and medical staff
    • Methods that help staff feel a true part of the process
  7. Professional development
    • Encouraging your staff to fulfill their career development
  8. Recognition and reward programs that promote retention
    • The senior nurse executive's role in recruitment and retention
  9. Establishing an educational pipeline
    • Working with Junior and Senior High Schools
    • Working with nursing schools to secure staff
  10. Measuring recruitment and retention metrics
  11. Top ten things to do/not to do in recruitment
  12. What's working in the non-healthcare environment

Learning Objectives

  • Identify the major disadvantages of high staff turnover
  • Identify diversity characteristics
  • Discuss strategies for managing diversity in your organization
  • Verbalize techniques managers can use to leave a perception with staff that you make time for them
  • List warning signs that a manager is in need of support, guidance, and direction
  • Discuss strategies that promote an employee friendly workplace
  • Discuss program examples that leave a perception with staff that their employer is family friendly
  • Identify the components of professional models of care
  • Discuss the benefits of professional models of care
  • Identify ways to implement quality workplace improvement systems
  • Evaluate the results of implementing quality workplace improvement systems
  • Identify effective methods of promoting collaborative practice between nursing, medicine, and other professional departments
  • Discuss the benefits when nursing staff actively participate in systems and processes related to patient care
  • List resources the staff nurse can access to enhance professional development
  • Discuss how a commitment to professional development aids recruitment and retention
  • Identify ways to reward staff for exceptional performance
  • List essential aspects of the performance review that enhance retention
  • Identify examples of appropriate goal setting for a staff nurse
  • Identify methods to recruit young people into healthcare careers
  • Discuss the value of establishing relationships with schools of nursing
  • List examples of recruitment and retention data that is useful to manage your workforce
  • Identify the values of using metrics to measure recruitment and retention success
  • Identify ineffective recruitment strategies
  • Identify effective recruitment strategies
  • Identify recruitment and retention methods that have been proven successful outside the healthcare environment
  • Compare basic recruitment and retention principles from the general workplace to those from nursing

About the authors

Dennis R. Sherrod, EdD, RN serves as the inaugural forsyth medical center endowed chair of recruitment and retention at Winston-Salem State University in Winston-Salem, North Carolina. He conducts research and program development in the areas of nursing student, faculty, staff, and administration recruitment and retention. With more than a decade of recruitment and retention experience, he has developed a number of studies examining young people's perceptions of nursing careers and the ability of newly licensed nurses to make the transition into an evolving healthcare marketplace.

Shelley Cohen, RN, BS, CEN is the founder and president of Health Resources Unlimited, a Tennessee-based healthcare education and consulting company. Through her seminars for nursing professionals, Shelley coaches and educates healthcare staff and leaders across the country to provide the very best in patient care. She frequently presents her work on leadership at national conferences and works as an emergency department nurse and develops educational plans for a local emergency department.

Faculty Disclosure Statement

HCPro Inc. has confirmed that none of the faculty/presenters, planners, contributors, or their partners/spouses have any relevant financial relationships to disclose related to the content of this educational activity.

Continuing Education:

If you would like to find out about the availability of nursing contact hours on this or any other HCPro nursing book, please visit our Continuing Education information page, here.

Published: September 2005