Nurse Manager's Guide to Retention and Recruitment

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Nurse Manager's Guide to Retention and Recruitment

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Available October 2017

Nurse Manager's Guide to Retention and Recruitment

June Marshall, DNP, RN, NEA-BC, FAAN
Cole Edmonson, DNP, RN, FACHE, NEA-BC, FAAN
Victoria England, MBA, BSN, RN, NE-BC

Available October 2017

With the current nursing shortage, recruiting and retaining the best nurses has implications for all levels of practice and all care delivery settings. Nurse Manager’s Guide to Retention and Recruitment is a user-friendly guide for nurse leaders that provides sound theoretical perspectives, evidence-based practices, practical strategies, and tools for achieving the best recruitment, engagement, and retention outcomes for their organization.

In addition, this book includes examples gleaned from the authors' collective years of experience and expertise in a complex urban healthcare market with large for-profit, not-for-profit, and public (county, state, and federally funded) healthcare organizations and systems.

Build and retain a high-performing nursing team through: 

  • Current evidence-based practice and expert opinion from successful nursing leaders 
  • Case studies and interactive problem-solving scenarios 
  • Extensive bibliographies, appendixes, and additional resources for further education


About the authors:

Dr. June Marshall, DNP, RN, NEA-BC, FAAN, has a diverse career in nursing that spans more than four decades. Her roles include direct care nurse, clinical nurse specialist, nurse entrepreneur and consultant, educator, researcher, and nurse leader. Dr. Marshall received her BSN from Texas Woman’s University, her MS (Nursing) from Virginia Commonwealth University-Medical College of Virginia, and her Doctorate of Nursing Practice (DNP) from Texas Christian University.

Dr. Cole Edmonson, DNP, RN, FACHE, NEA-BC, FAAN, has a career spanning two decades with roles including clinical nurse, supervisor, manager, director, associate chief nursing officer, and his current position of chief nursing officer. He is a fellow in the American Academy of Nursing and the American College of Healthcare Executives, and is Nursing Executive Advanced-Board Certified by the ANCC. He is a Robert Wood Johnson Foundation Executive Nurse Fellow Alum. He completed his BSN and MSN at Oklahoma University College of Nursing and his DNP at Texas Christian University.

Victoria England, MBA, BSN, RN, NE-BC, is the director of nursing excellence at UT Southwestern Medical Center at Dallas, overseeing Magnet accreditation. In this role, she works with the executive leadership team and direct care staff in promoting nurse excellence throughout the organization. Nurse retention and recruitment within hospital and ambulatory settings is England’s passion. England received her Master of Business Administration from Amberton University and her Bachelor of Nursing from University of Texas at Arlington. She holds Nurse Executive Certification and is currently pursuing her DNP.


Page Count: 150 

Dimensions: 8.5” X 11” 
ISBN: 978-1-68308-495-2 

Table of Contents

Chapter 1 – Nurse Turnover: Realities, Risks, and Prevention

  • Understanding costs and risks
  • Impact to teams, units, departments, organizations, and outcomes
  • Breaking the cycle

               
Chapter 2 – Embracing Diversity in the Workplace

  • Types of diversity: Assessing your workforce
  • Multigenerational workforce challenges and opportunities
  • Valuing diversity
  • Providing diversity-sensitive care: Patient populations and caregivers


Chapter 3 - Developing Nurse Managers and Leaders as Chief Retention Officers

  • Leading by example: The role of nurse executives and senior nursing leaders in leading workforce engagement
  • Importance of onboarding and ongoing leadership development
  • Successful recruitment, candidate selection, interviewing, and hiring
  • Managers’ role in building, engaging, and retaining high-performing nursing teams


Chapter 4 – Employee- and Family-Friendly Policies and Programs

  • Creating healthy work environments
  • Policies, programs, and practices
  • Life/work balance: Walking the walk
  • Prioritizing employee whole-person wellness resources and programs
  • Compassionate care for employees: Honoring commitments to coworkers
  • Unit, department, and organizational values and norms: Alignment with employees’ perspectives


Chapter 5 – Developing Professional Models of Care

  • Theoretical grounding for professional models of care: Theory and reality
  • Key components of professional models of care
  • Shared governance: Employees’ roles in shared decision-making
  • Building and sustaining healthy interprofessional team relationships
  • Frontline leadership as an engagement strategy: Ownership of professional practice and outcomes


Chapter 6 – Quality Improvement Systems and Workforce Retention

  • Relationship between quality outcomes and workforce retention
  • Using performance improvement strategies to address workforce outcomes
  • Identifying, monitoring, and analyzing metrics that matter
  • Balancing stability and change: Weighing risks and benefits
  • Strategies for recruiting and retaining a balanced workforce: Addressing current needs while planning for the future


Chapter 7 – Ensuring Interdisciplinary Collaboration

  • Communication: Emerging technology and team strategies for success
  • Changing roles in changing times: The importance of collaboration to achieve desired results—patients as partners in care
  • Capitalizing on diverse strengths and styles
  • Matching teams with tasks
  • Leading in clinical microsystems: Breaking down silos and removing power gradients
  • Care transitions and teams across the continuum


Chapter 8 – Professional Development

  • Role-specific professional development: Embarking on the leadership journey
  • Developing formal and informal leaders
  • Discerning career paths in nursing: Developing, engaging, and retaining best talent while finding the best role “fit”
  • Career enhancement programs that support role development
  • Chapter 9 – Recognition and Reward Programs That Promote Retention
  • Importance of recognition and reward programs: It’s not just about the money
  • Implementing the best fit: Listening to employees while guiding them along the path to successful career choices
  • Meaningful performance reviews and peer feedback
  • Building the business case for recruitment and retention programs
  • Evaluating outcome metrics and forging a path to success


Chapter 10 – Establishing Academic Relationships to Build a Successful Pipeline

  • Academic partnership programs: Assessing the landscape and selecting the right partner
  • Partnering with high school health professions programs
  • Successfully managing student affiliations
  • Forging clinical faculty opportunities for internal staff
  • Innovative practicum programs to increase students’ exposure to specialty areas with hard-to-fill positions/vacancies
  • Externships, internships, and residencies as a recruitment and retention strategy


Chapter 11 – The Power of Metrics

  • Focusing on retention rates instead of measuring turnover: Risks and opportunities
  • Monitoring local, regional, and national trends: Finding meaning in the metrics
  • Using metrics in strategic planning to meet unit, department, and organization workforce needs
  • Workforce planning trends and issues: Considerations for the future


Chapter 12 – Strengths and Opportunities: What Works and What Doesn’t

  • Common mistakes and how to avoid them
  • Recipes for success
  • Learning from industries outside healthcare
  • What employees seek in “best places to work” environments
  • Analyzing the competition: Forging the path to success in your market
  • Summarizing key points