Employee recruitment and retention

Employee Recruitment and Retention in Nursing
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Institutional Affiliation
Application of Employee recruitment and retention to Nursing
Employee recruitment and retention are essential for nursing practice. In situations where a facility experiences low employee recruitment and retention, it may be faced by the challenge of understaffing. In most cases, understaffing leads to increased workload among employees, which in return create an undesirable work environment and poor healthcare service provision across a facility (Twigg & McCullough, 2014). In such context, nursing leaders should be able to identify ways in which they can enhance both the recruitment and retention of staff members. For instance, creating a work environment that attracts top skills in the industry can facilitate the acquisition of competent employees who require minimum supervision to complete their tasks successfully (Twigg & McCullough, 2014). Similarly, nurse leaders should make sure that the resources required by employees to complete their tasks are available. In doing so, nursing staff members do not have to work with inadequate or poorly functional equipment that threatens the quality of their work.
In addition to creating a desirable work environment, nurse leaders have the responsibility of developing effective leadership styles. The leadership utilized across an institution tends to determine the power and well as the value that is attached to employees (Brown et al., 2013).

Therefore, choosing a leadership style that widens the power difference can make staff members feel too inferior, which can reduce recruitment and retention. In other occasions, adopting a leadership style that excludes staff members can discourage them from joining an organization. Further, nurse leaders are expected to develop leadership characteristics that enhance their social skills and competence to make sure that they can relate with staff members with minimum conflicts (Brown et al., 2013). The cultural competence is essential for nurse leaders to allow them to engage in the successful management of multi-cultural employee teams. Also, cultural competence can allow employees from any cultural background to join the facility’s workforce.
References
Brown, P., Fraser, K., Wong, C. A., Muise, M., & Cummings, G. (2013). Factors influencing intentions to stay and retention of nurse managers: a systematic review. Journal of Nursing Management, 21(3), 459-472.
Twigg, D., & McCullough, K. (2014). Nurse retention: a review of strategies to create and enhance positive practice environments in clinical settings. International journal ofnursing studies, 51(1), 85-92.