Understanding the Nursing Recruitment and Retention Process

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Introduction

The purpose of this paper is to evaluate specific and credible information that pertains to understanding the nursing recruitment and retention process. This process is a very important tool in establishing proper and successful management of healthcare institutions in relation to the nursing profession. Moreover, this paper contains valuable literature on how to lead a team meeting. The most important leadership skills that are necessary for the planning and executing team meetings, and general team leadership skills are also discussed in this paper. Reviews of four articles touching on the two smart goals are used in this paper to fulfill the objectives of the study. Each smart goal is supported by a description of the information contained in two of the four articles.

Before we embark on evaluating the four articles it is only important that we define smart goals. In essence, the word SMART is an acronym for Specific Measurable Attainable Realistic and Timely (Conzemius & ONeill, 2006). In this exercise, we are concerned with the specific aspect of the smart goals. The probability of a specific goal being accomplished is higher when compared to a general goal. A goal is considered specific if it is able to answer the six W questions, which include: why, what, who, when, where, and which (Conzemius & ONeill, 2006).

Databases Searched and Search Terms Used

For purpose of evaluating and gaining an understanding of the nursing recruitment and retention process, several articles were reviewed and four of them were selected for this exercise. Using the research work in the CNN library, it was possible to acquire the required information from the CINAHL and PubMed databases. In addition to these sources, Google and Google Scholar were used in obtaining the necessary information for this work. The keywords that were utilized in the search include: nurse recruitment, nurse retention, team meeting, leadership in teams, and team leadership. Priority was given to literature written in English and which was published between 1990 and 2012. It is important to note that the four articles will go a long way in demystifying the concepts of nursing recruitment and retention processes and the leadership skills and other necessities required in leading a team meeting.

Literature Review of Four Articles

Smart Goal One: understand the nursing recruitment and retention process

It is estimated that the rate of turnover for national hospital nurses is greater than one-fifth in the United States of America and this situation has seriously challenged the capability of many hospital management to recruit and retain nurses (Force, 2005). This study that evaluates the leadership styles that enhance hospital nurse retention identified five leadership skills that are essential to job satisfaction and nurse retention; they include: graduate education, nurse empowerment through magnet hospital organizational structures, tenure, a leadership style that is characterized by transformational concept, autonomy and group cohesiveness, and extroverted personality characteristics (Force, 2005). Proper application of these factors is definitely destined to increase nurse retention and job satisfaction.

In order to motivate and retain effective nurses, it is crucial that transformational leadership that comprehends its management responsibilities is installed to develop a workplace environment where nurses are involved and empowered (Luzinski, 2012). Using the Magnet hospitals model, flat and decentralized organizational structures are employed in necessitating shared decision-making processes with the help of nurses from all settings and roles. Participation in the establishment of a standard of practice and the freedom of addressing issues of concern with minimal external interference cultivates a sense of self-governance in the nursing professionals and hence enhances their retention (Luzinski, 2012). Furthermore, engaging nurses in the crafting and making of programs and personnel policies that are essential in nurturing professionalism in their work and bringing equilibrium in their work/life is a key component in retaining an effective and satisfied nursing workforce (Luzinski, 2012).

Smart Goal Two: lead a team meeting

The length of time spent in arranging and holding meetings by employees, especially managers has been identified as one of the factors that contribute to poor time management (Vaughn, 2007). In order to deal with this common problem, a meeting planning map supported with eight comprehensive steps has been proposed and discussed in detail. The eight steps arranged in their chronological order are listed as: pre-meeting, opening, clarification of the meetings objectives, clarification of the meeting leaders role, development of meeting agreements, describing how the meeting will be conducted, Body Discussion Problem-Solving and Decision Making, and finally commitments to action and a recap of the decisions (Vaughn, 2007). In summary, a team meeting is essentially a collection of people with similar interests with the aim of acquiring and exchanging information, deliberating on ideas, evaluating the outcomes, and coming to an agreement before ending the meeting with an action plan (Vaughn, 2007).

Antonioni (1996) acknowledges that organizations are increasingly embracing the phenomenon of teams, a concept that has been credited with decreased costs and is largely characterized by frequent meetings. An organization that is run on teams has to put a lot of emphasis on the leadership qualities of the team leader since he or she is mandated with overseeing personnel issues concerning team members and organizing and developing agendas for the team meetings (Antonioni, 1996). In addition to being the spokesperson for the team, the team leader is responsible for providing the necessary information required during meetings and he/she should act as a motivator to the team members for the period under which a project is implemented. At the beginning of any meeting and or project, a team leader is required to propel his or her team to a good start and the leaders presence and guidance should be felt through the entire project (Antonioni, 1996).

Summary

It is clear that to achieve the two smart goals listed above, an understanding of the processes involved in recruitment and retention, and leading a team meeting skill are crucial. However, one is required to clearly define the goals that are supposed to be achieved at the end of the exercise. For this case, the S component of the smart goals has been evaluated and it is evident that specificity has been achieved in determining the goals.

All the six w questions that touch on the specificity of the goals have been articulated comprehensively. In trying to achieve the S component of the smart goals, we have analyzed four articles and each goal has been described by two articles. Each article has been described in four sentences and in total the two goals have been covered by sixteen sentences. We can conclusively say that the objectives of this exercise have been fulfilled.

References

Antonioni, D. (1996). How to lead and facilitate teams. Web.

Conzemius, A. & ONeill, J. (2006). The power of smart goals: Using goals to improve student learning. Bloomington, IN: Solution Tree.

Force, M. (2005).The relationship between effective nurse managers and nursing retention. Journal of Nursing Administration, 35(7/8), 336 341

Luzinski, C. (2012). An innovative environment where empowered nurses flourish. The Journal of Nursing Administration, 42(1), 3-4.

Vaughn, F. (2007). How to lead a team meeting. Web.

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