DiversityNursing Blog

Healthcare organizations must recognize the importance of investing in resources and training for graduate Nurses during their first 2 to 3 years of employment in order to retain them in direct patient care roles. While some top Nursing schools are striving to produce practice-ready Nurses, not all graduates possess the expertise needed upon entering the workforce and may require time to build confidence in various situations. Consequently, new Nurse graduates face the highest risk of turn over within their initial years of employment.

In order to retain new Nurses and reduce turnover, it is essential to invest in their training and development. This can be done through programs such as Nurse residencies, mentorship, and access to clinical decision support resources. By providing these resources, healthcare organizations demonstrate their value and support for new Nurses. Collaboration between academia and practice settings is crucial to determine the necessary competencies for beginner Nurses.

The initial period of a Nurse's career is pivotal for their professional development, job satisfaction, and commitment to the organization. Here are some reasons why investing in new Nurses is good for retention:

Training and Development Opportunities

Offering comprehensive training programs is essential in equipping new Nurses with the skills and knowledge they need to excel in their roles. By providing ongoing professional development opportunities, healthcare organizations demonstrate a commitment to the growth and success of their Nursing staff, fostering a sense of value and investment in their development.

Mentorship Programs

Introducing mentorship programs connects novice nurses with seasoned mentors, fostering a nurturing atmosphere for growth and adaptation. Mentorship goes beyond imparting knowledge and helps Nurses feel a sense of inclusion, empowering them to navigate the demands of their roles with confidence and effectiveness.

Competitive Compensation and Benefits

Providing competitive salaries and attractive benefits is a clear indication of the organization's appreciation for the invaluable contribution of its staff. Adequate compensation plays a vital role in retaining highly skilled and motivated Nurses, ensuring their continued commitment to the organization's success.

Work-Life Balance

Promoting a harmonious work-life balance not only enhances Nurse satisfaction but also mitigates the risk of burnout. Implementing policies that prioritize scheduling flexibility, reasonable work hours, and ample time off significantly contribute to the overall well-being of Nurses.

Recognition and Appreciation

Acknowledging and valuing the hard work and dedication of new Nurses cultivates a nurturing work environment. Consistently providing feedback and recognizing their contributions not only instills a sense of pride but also enhances job satisfaction.

Career Advancement Opportunities

Creating a roadmap for career progression within the organization not only motivates new Nurses to stay for the long haul but also demonstrates a dedication to their professional development. Offering avenues for advancement, such as promotions, leadership positions, or specialized training, indicates a commitment to nurturing their growth and success.

Supportive Work Environment

Fostering a nurturing and inclusive work environment builds a strong sense of camaraderie among staff. Proactively addressing concerns such as Nurse bullying or workplace incivility plays a significant role in cultivating a positive workplace culture that values respect and collaboration.

Wellness Programs

Investing in wellness programs that prioritize the physical and mental well-being of staff showcases a genuine dedication to their overall health. These programs encompass a range of resources, such as stress management tools, mental health support, and initiatives promoting fitness and well-being.

Feedback Mechanisms

Encouraging a culture of open communication allows new Nurses to freely express their concerns, share valuable feedback, and actively contribute to the ongoing improvements within the workplace. By promoting an environment of transparency and responsiveness, healthcare organizations not only enhance job satisfaction but also create a strong foundation for collaboration and growth.

Investing in new Nurses not only supports their professional development but also creates a positive work environment that contributes to overall job satisfaction and retention. Organizations prioritizing the well-being and growth of their Nursing staff are likely to see increased loyalty and reduced turnover.

Creating a workplace with a strong Diverse, Equitable and Inclusive culture is not only the right thing, it’s also crucial for your retention and improving patient care.

A study from Press Ganey shows health systems with strong Diversity, Equity, and Inclusion (DEI) values have less risk of staff potentially leaving the organization.

The study also found:

• Healthcare organizations had twice as many employees at risk of leaving if the workforce perceived diversity and equity weren’t prioritized versus work forces that do.  
  
  
• The risk of leaving within 3 years is more than 4 times higher for healthcare workers who believe their organization doesn’t value employees from different backgrounds versus workers who do.  
  
  
• If offered another job, healthcare workers are 4 ½ times more likely to leave an organization if they believe different backgrounds aren’t valued, or if the organization isn’t committed to workforce diversity, versus workers who do.   
  
  
• Perceptions of diversity & equity are a bigger indicator of intent to stay with an organization among security personnel, nurses and physicians than other ancillary staff. 

Having a strong DEI culture allows employees to be comfortable and confident in who they are. This allows them to focus on providing the best patient care possible.

Research shows, 77% of employees and 80% of leaders who are disabled chose not to share their disability in their workplace. For LGBTQ workers, 46% are closeted at their place of work. And across all diverse characteristics, 75% of employees feel the need to mask their differences or downplay them during work.

Employees masking or hiding aspects of themselves during shifts affects their confidence, motivation, feelings of safety and hinders their job performance.

It’s important for healthcare workers to have mentors they can look up to throughout their careers. A lack of diversity can make it difficult for minority healthcare workers to find role models they identify with. This can impact their professional growth and their ability to provide optimal patient care.

A strong DEI culture isn’t something that can be achieved overnight. It requires a leadership who is dedicated to promoting cultural awareness and inclusion. It requires staff who are willing to take the time to learn about and understand each other. It also means being willing to identify and address biases.

If your hospital is experiencing high turnover among your newly licensed Nurses, this article may give you an idea of why they’re leaving and areas where you can improve your work environment.

Some factors influencing low unit-level turnover: first professional degree was a baccalaureate or higher, greater variety and autonomy, and better perceived RN-MD relations

“About 80% of newly licensed nurses find their first work in hospitals,” says New York University Rory Meyers College of Nursing (NYU Meyers) Professor Christine T. Kovner, PhD, RN, FAAN. “Turnovers are one of the costliest expenditures in our profession. In fact, costs are estimated at $62,000 to $67,000 per departure, amounting to $1.4 to 2.1 billion in expenses for new nurses who leave their first jobs within three years of starting.”

Prior research on newly licensed nurses tended to focus on organizational turnover, where a nurse leaves the hospital or organization. However, there is scant literature on internal or unit-level turnover, which occurs when a nurse leaves their current assignment to take up new roles or positions within the organization or hospital.

Recently, Dr. Kovner led a team of researchers at NYU Meyers and the School of Nursing at SUNY Buffalo in conducting a study to fill in the gaps. Published in the International Journal of Nursing Studies, the study of a nationally representative sample of new nurses working in hospitals, sought to better inform unit-level retention strategies by pinpointing factors associated with job retention among newly licensed nurses.

“The internal turnover rate for the one year between the two waves of the survey was nearly 30%,” said Dr. Kovner. “This turnover is in addition to those leaving the organization. This figure is substantially larger than previously reported in other studies, which estimated a 13% one-year internal turnover rate among new nurses.”

The researchers looked to bolster the existing evidence on internal turnover to determine precursors to remaining on the same title and unit-type from the first to the second year of employment.

The nurses (n=1,569) were classified into four categories based their unit and title retention. 1090 nurses (69.5%) remained in the same title and unit-type at wave two, while 129 (8.2%) saw a change in title, but not in unit-type. A similarly small group of 185 (11.8%) had no change in title, but changed unit-types, while 165 (10.5%) had a change in their title and unit-type.

In addition to collecting the new nurses’ demographical data, Dr. Kovner and her team assessed their perceptions of their work environment in both surveys.

“In doing this we were able to examine the changes in work environment perceptions over time between nurses who remained in the same unit and title to those who changed unit and/or title,” said Dr. Kovner.

Upon analysis, the researchers found five factors most strongly associated with retention: holding more than one job for pay (negative), first professional degree was a baccalaureate or higher, negative affectivity, greater variety and autonomy, and better perceived RN-MD relations, all positively related.

“Our results point to the variables on which managers can focus to improve unit-level retention of new nurses,” said Kovner.

Related Article: Fellowship Program Improves New Nurse Retention, Nets Savings

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Funding. Funding for this research was provided by the Robert Wood Johnson Foundation.
www.nyu.edu