1. Nick Nurden The Ridge Medical Practice
Retaining Staff
Nick Nurden
The Ridge Medical Practice

2. Introduction Our staff are our greatest assets
An engaged workforce delivers better care
Recruiting & training nurses is expensive
Recruitment is very competitive
Profile of the workforce is broad – age 18 – 75?
Operating in a challenging environment

3. Different Generations
Veterans (39 – 47)
Traditional values
Baby Boomers (48 – 63)
Competitive, workers should pay their dues
Generation X (64 – 78)
Sceptical & independently minded
Millennials ( )
Like teamwork, feedback & technology
Generation Z (92 - )
Need increased feedback & recognition

4. “Each generation imagines itself more intelligent than the one before, and wiser than the one that comes after” George Orwell

5. Management Challenges
Different approaches to learning
PowerPoint & a Handbook
Independent, e-learning, traditional
Different approaches to work
Achieving a work life balance
Different values & expectations
Flexibility
Communication styles
or face-to-face

6. Management Challenges
Young Employee with an older Manager
Older Employee with a younger Manager
Need to be able to effectively take advantage of the differences in values and expectations
But be careful not to follow blanket stereotypes

7. Desirable Outcome
Employees want a manager who coaches them and helps them to achieve their goals
As employers we want to maximise the talent of the team to provide the highest levels of care

8. How best to achieve this
Create an environment where
Work relationships are based on interpersonal relationships not generational differences
Staff are mentored not managed
There is collaboration and knowledge exchange at all levels
Mutual respect and equality
Equal voices for a shared sense of responsibility

9. Some Strategies Use technology as an asset
Be flexible in your approach
Variety of communication approaches
Allow time for reflection & engagement
Consider the number and style of meetings you hold
Involve the team
One size will not fit all

10. Promote mentoring not managing
Managers need to adapt rather trying to change the staff!
Facilitate mentoring between different generations, and encourage cross-generational interaction
Young employees should seek the experience offered by senior colleagues
Older employees should learn to be open to fresh perspectives
Focus on results rather than the method

11. Have a varied approach
Fuel expectations of Millennials with special projects
Need regular formal reviews
Baby Boomers seek status
Via a memo
Congratulate the Generation Xers
Via social media

12. Different but fair Different needs in life Be flexible but consistent
Young family
Approaching retirement
Be flexible but consistent
Flexibility regarding hours & shifts
Give all employees a voice
Think about succession planning, don’t hold back the young ones!

13. What motivates everyone
Everyone will be motivated and inspired by a manager/employer that is
Well run
Well organised
Shows care & concern for their employees
Gives them the autonomy to make their own decisions
Focus on common factors, but don’t ignore the differences
Leverage the full capacity on potential rather than segment based on age

14. What Is an Engaged workforce?
Not simply commitment to and satisfaction with your job
Level of commitment to the organisation
Level of commitment to the nursing profession
It is not about making workers “happy”
It is not about salary (though that plays a part)
Being satisfied is very different from being engaged
May be happy at work – but that does not mean you are being productive – to the organisation or the patient

15. The Return on Investment
Employee engagement will drive results in your organisation
When employees are engaged they care about your hospital, their team and their patients
When they are engaged – when they care – they give discretionary effort
You see examples of discretionary effort all around
Has a direct impact on patient outcomes

16. The engaged nurse
Makes eye contact with all visitors and escorts lost family members to their destination
Never forgets to wash their hands or check IV lines
Listens, unrushed, as patients ask about their medications and discharge orders
Is the nightshift worker who is mindful of being quiet
Makes fewer mistakes with the administration of medications

17. Engagement
Simply thanking your nurses (however important that is!) is not engaging them
It is about creating an environment where nurses:
Want to work
Thrive
Grow their careers
Create a culture and an employer brand to help you
Attract new staff
Retain existing staff
Develop highly effective teams

18. Impacts of disengagement
Complaining to others
Failure to offer assistance
Poor attitude
Calling in sick
Working slowly
All leads to lost productivity

19. Key drivers of nurse engagement
The organisation provides high quality care
The organisation treats employees with respect
I like my work
The environment makes me want to go above and beyond
My pay is fair
I make good use of my skills
I get the tools & resources I need
I have career opportunities
The organisation is ethical
Patient safety is a priority

20. Drivers of disengagement
Length of shift
Ineffective staff scheduling
Compassion fatigue
Not just empathy but a desire to help
Are we teaching compassion?
Burnout
Poor work environment

21. Strong leadership support
Leaders create the work environment
Not just enough staff, but the right mix of staff
Staff must be connected and understand the wider reality of budgets and regulatory demands
Material resources must be available
Foster empathy & trust
Built on accountability, integrity and fidelity
Support teamwork – care depends on an interdisciplinary team of experts and support personnel
Encourage a work life balance

22. Job Resources Level of autonomy Task identity Variety of skills
Significance of tasks
Feedback received
Perceived level of support from the organisation
Reward & recognition
Organisational justice
Clear & consistent leadership

23. Personal Resources Characteristics of the individual
Self efficacy
Self esteem
Personal optimism
Resilience
Important to create the right environment
Positive & supportive
Job control
Qualitative workload

24. Key success factors Well structured appraisals Well structured teams
Supportive line management
Good job design
Promote employee health & wellbeing
Manage levels of pressure & Stress
Create the environment where staff are informed, valued, respected and supported

25. Summary
We have a diverse workforce – develop tools to capitalise on the potential this offers
Promote a truly engaged workforce
A culture of engagement, positivity, caring, compassion and respect for all provides the ideal environment within which to care for the health of our communities
When we care for staff, they can fulfil their calling of providing outstanding professional care for patients