Retention and Recruitment: Reversing the Order

Gullatte, Mary Magee; Jirasakhiran, Evelyn Q

doi:10.1188/05.cjon.597-604

Cited by 24 publications

(3 citation statements)

References 17 publications

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“…Such shortage is particularly challenging in rural and remote areas since recruiting and retaining nurses in these areas has been shown to be more difficult [10,11]. Strategies such as increasing the number of graduates do not ensure that these graduates will choose to practice in underserved areas [8,12].…”

Section: Introductionmentioning

confidence: 99%

A national study on nurses’ retention in healthcare facilities in underserved areas in Lebanon

et al. 2013

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BackgroundNursing shortages and maldistribution are priority issues for healthcare systems around the globe. Such imbalances are often aggravated in underserved areas, especially in developing countries. Despite the centrality of this issue, there is a dearth of studies that examine the retention of nurses in underserved areas in the Middle East Region. This study investigates the characteristic and the factors associated with the retention of nurses working in rural areas in Lebanon.MethodsThis study uses a non-experimental cross-sectional design to survey nurses working in underserved areas of Lebanon. Underserved areas in Lebanon were identified using WHO definition. A total of 103 health facilities (hospitals and primary healthcare centers) located in these areas were identified and all nurses working at these facilities received a copy of the survey questionnaire. The questionnaire included five sections: demographic, work-life, career plan, job satisfaction, and assessment of work environment. Analysis included univariate and bivariate (chi-square, Student’s t-test and ANOVA) tests to describe the respondents and examine the significance between nurses’ characteristics and their intent to stay. A logistic regression model was constructed to identify factors associated with nurses’ intent to stay in underserved areas.ResultsA total of 857 nurses from 63 Primary Healthcare (PHC) centers and hospitals responded to the questionnaire (75.5% response rate). Only 35.1% of nurses indicated their intent to stay in their current job over the coming one to three years. Surveyed nurses were most satisfied with relationship with co-workers and least satisfied with extrinsic rewards. Rural nurses working in PHC centers were more satisfied than their hospital counterparts on all aspects of work and had significantly higher intention to stay (62.5% compared to 31.5% in hospitals, P < 0.001). Regression analysis revealed that nurses less likely to report intent to stay were younger, unmarried, with less years of work experience and were not working towards a higher degree. Analysis reveals a directly proportional relationship between nurses’ reported job satisfaction and their intent to stay.ConclusionThis study reveals poor retention of nurses in rural and underserved areas in Lebanon, especially in the hospital sector. The status quo is disquieting as it reflects an unstable and dissatisfied nursing workforce. Developing targeted retention strategies for younger nurses and those working in hospitals as well as the offering of professional development opportunities and devising an incentive scheme targeting rural nurses is pivotal to enhance nurses’ job satisfaction and retention in rural settings.

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Section: Introductionmentioning

confidence: 99%

A national study on nurses’ retention in healthcare facilities in underserved areas in Lebanon

et al. 2013

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“…Moreover, 54.6% of respondents reported offering continuing education sessions to staff while 85.6% offer training sessions. Offering continuing education and implementing professional clinical/career ladders have been cited as effective strategies for improving employee retention [9-12] and improving health worker efficiency which is linked to the scaling up of productivity [13]. They are forms of non-financial incentive which allow employees the opportunity to advance in their careers.…”

Section: Discussionmentioning

confidence: 99%

Assessment of human resources management practices in Lebanese hospitals

2009

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BackgroundSound human resources (HR) management practices are essential for retaining effective professionals in hospitals. Given the recruitment and retention reality of health workers in the twenty-first century, the role of HR managers in hospitals and those who combine the role of HR managers with other responsibilities should not be underestimated. The objective of this study is to assess the perception of HR managers about the challenges they face and the current strategies being adopted. The study also aims at assessing enabling factors including role, education, experience and HR training.MethodsA cross-sectional survey design of HR managers (and those who combine their role as HR manager with other duties) in Lebanese hospitals was utilized. The survey included a combination of open- and close-ended questions. Questions included educational background, work experience, and demographics, in addition to questions about perceived challenges and key strategies being used. Quantitative data analysis included uni-variate analysis, whereas thematic analysis was used for open-ended questions.ResultsA total of 96 respondents from 61 hospitals responded. Respondents had varying levels of expertise in the realm of HR management. Thematic analysis revealed that challenges varied across respondents and participating hospitals. The most frequently reported challenge was poor employee retention (56.7%), lack of qualified personnel (35.1%), and lack of a system for performance evaluation (28.9%). Some of the strategies used to mitigate the above challenges included offering continuing education and training for employees (19.6%), improving salaries (14.4%), and developing retention strategies (10.3%). Mismatch between reported challenges and strategies were observed.ConclusionTo enable hospitals to deliver good quality, safe healthcare, improving HR management is critical. There is a need for a cadre of competent HR managers who can fully assume these responsibilities and who can continuously improve the status of employees at their organizations. The upcoming accreditation survey of Lebanese hospitals (2010-2011) presents an opportunity to strengthen HR management and enhance competencies of existing HR managers. Recognizing HR challenges and the importance of effective HR strategies should become a priority to policy makers and top managers alike. Study findings may extend to other countries in the Eastern Mediterranean region.

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“…Hiring a CRC involves a substantial investment of time and training to ensure proper job performance [ 2 ]. Making an incorrect hiring decision can be costly not only in lost salary but also lost time in study initiation and for retraining an individual to fill the role [ 6 ].…”

Section: Introductionmentioning

confidence: 99%

What PIs want when hiring a clinical research coordinator

Fisher,

Thomas,

Choi

et al. 2024

J. Clin. Trans. Sci.

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Introduction: Clinical research coordinators (CRCs) play a key role in supporting the translational research enterprise, with responsibilities encompassing tasks related to the design, implementation, and evaluation of clinical research trials. While the literature explores CRC competencies, job satisfaction, and retention, little attention has been given to the role of the PI working with Human Resources (HR) in the CRC hiring and onboarding processes. We investigated the priorities, decision-making processes, and satisfaction levels of principal investigators (PIs) and hiring managers in CRC hiring. Methods: An online survey consisting of open-ended and fixed-choice questions to gather information on desired CRC qualifications and competencies, factors influencing hiring decisions, and overall satisfaction with selected candidates was administered. The survey utilized a Task/Competency Checklist developed from job descriptions and the literature. Respondents were asked to rank the importance of factors such as CRC skill set, years of experience, educational background, and budget constraints. Results: Results indicated that the skill set of the applicant was the most frequently cited factor influencing the hiring decision, followed by years of experience. Education and budget constraints were of lesser importance. Most respondents reported a satisfaction rating of 50% or greater with their new hires, although some participants expressed challenges related to institutional training requirements, the performance of entry-level CRCs, and the qualifications of experienced candidates. Conclusion: The hiring cycle involves HR-PI collaboration for a clear job description, effective onboarding processes, and accessible professional development opportunities to enhance PI and employee satisfaction and CRC retention.

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Retention and Recruitment: Reversing the Order

Abstract: This excerpt, chapter 12 from the book Nursing Management: Principles and Practice, edited by Mary Magee Gullatte, RN, MN, ANP, AOCN, FAAMA, is part of a series of clinically relevant reprints that appear periodically in the Clinical Journal of Oncology Nursing.

Cited by 24 publications

References 17 publications

A national study on nurses’ retention in healthcare facilities in underserved areas in Lebanon

A national study on nurses’ retention in healthcare facilities in underserved areas in Lebanon

Assessment of human resources management practices in Lebanese hospitals

What PIs want when hiring a clinical research coordinator

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