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57 FINANCE CMO / CARE DELIVERY Want to boost nurse recruitment and retention? First, ask yourself these questions By Anuja Vaidya A s the demographics of the nursing workforce change, health- care organizations must remember to change their hiring practices and job descriptions to fit with the next generation of nurses' needs and wants. Teresa M. Stephens, PhD, RN, an associate professor at the Medical University of South Carolina's College of Nursing in Charleston, dis- cussed what nurses today want in a job as well as what nurses should look for when considering a new job offer. Note: e following responses were edited for length and clarity. Question: What are nurses looking for in a job? Dr. Teresa Stephens: Today's nursing workforce includes four genera- tions, with millennials and Gen Zers being the largest groups who are seeking new job opportunities. ese professionals have preferences and expectations that are vastly different from previous generations, including work-life integration and a sense of meaning/purpose in their work. ey are seeking a job that allows them to prioritize family and offers flexible scheduling and autonomy. ey also want a work environ- ment that promotes a sense of community and belonging. ese pref- erences are not isolated to just millennials and Gen Zers. As awareness about burnout and its root causes continues to increase, nurses of all generations are learning the importance of these job characteristics. Q: What can healthcare organizations do to more effec- tively recruit and retain nurses? TS: We must begin by recognizing that a radical transformation must occur, beginning with our own mindsets about how we define the work of nursing, in both practice and academia. Historically, nursing has been built upon the foundations of strict hierarchy, authoritative 'command and control' leadership, and a very narrow and oppressive view of nurses' role in healthcare. Current policies and hiring practic- es in many organizations are still built upon these premises, which are deterrents to today's professional nurses seeking career opportunities. Organizations will need to adapt and evolve quickly if they want to attract new talent. is requires a true mindset shi for leadership and a willingness to examine current practices that may be preventing them from recruiting and retaining nurses. Here are some key issues that should be considered: First, how is nursing valued in your organization? Is nursing prom- inently featured on your website? Social media accounts? Job seek- ers will be looking at these and will be drawn to organizations that demonstrate a commitment to nursing. What type of nurse residency/ orientation program is offered? What support services are available to new graduate nurses? Second, do you offer flexible scheduling and/or eight-hour shis? Evidence clearly depicts the negative outcomes associated with 12- hour shis, and new nurses are keenly aware of this. ey are also recognizing the impact a 12-hour shi has on family, causing them to seek job opportunities that allow them to prioritize their family life. Many organizations are exploring flexible scheduling options with great results. ese decisions should include the perspectives of nurs- es at all levels as well as the nursing students who are potential hires. ird, who is leading the organization? Are nurses part of the lead- ership team? Do they have a voice in the decision-making process? How is nursing featured in the organization's mission, vision and val- ues? Are millennials and Gen Zers part of the leadership/administra- tive team? What kind of leadership mentoring program is offered for new nurses who are interested in these opportunities? Fourth, are nurses encouraged and supported to pursue personal and professional goals? Are nurses supported in full scope of practice based on licensing or certifications? Q: How can organizations differentiate themselves from the competition with regard to nurse job offers? TS: ey should be actively rethinking every policy and process relat- ed to hiring and promotion as well as talking to every new nurse hired during their first six months to gain valuable feedback. New graduate nurses are excellent resources when seeking to gain an informed per- spective about your organization since they have recent memories of working at other clinical sites. Look beyond your own walls to identify new ways of doing things and to shed biases or blind spots. Rethink leadership, specifically moving toward a flattened hierarchy with shared, team-based leadership. Fo- cus on the work environment and address any 'bad apples' who are killing your culture. Q: What should nurses consider before accepting a job offer? TS: Consider the following: 1. Visit the workplace unannounced (if possible) — what do you see? Hear? What does it feel like to be in that space? How do employees look? Act? 2. Are organizational leaders involved in the community and in social media? What are their personal values? How do they participate in the advancement of nursing (publications, professional organizations, presentations, service, etc.)? 3. Does the organization embrace shared governance and a commit- ment to a just culture? 4. How does the organization show its commitment to nurse well-being? 5. How is innovation and technology utilized to promote quality and safety in patient care? How are nurses utilized in these efforts? Are nurses involved in telehealth? IT? 6. How is teamwork promoted? Are nurses included as partners in team-based care? 7. What do other employees say or not say? What do previous em- ployees say? Q: What is your advice for nurses who want to negotiate a better offer? TS: Be informed and prepared. Gather the evidence, and be willing to negotiate or adapt. Be willing to relocate if necessary. Prioritize know- ing yourself and what are 'must haves' versus 'like to haves.' n