Allegent Health

Scholarship. During my interview for UMMC I was asked if I had a bachelor’s in nursing to which I replied no. I was hired with the agreement that I would pursue my degree with two years of working. This isn’t the ideal way someone wants to continue his or her education. It leaves a bad taste in your mouth feeling forced to pay for more education when you are already licensed as a registered Nurse. At first you feel as though all of the hard work you put into your ADN program is worth pennies because you don’t have BSN next to your name. But then you realize, nursing is no easy task. It requires all that we have learned in this program; the valued ends, presence, praxis, self-care, leadership, advocacy and now scholarship. Having completed

I first heard about Concordia University Irvine’s ABSN program through my cousin Ana Versigan who is a graduate from the program. My cousin greatly admired Concordia’s ABSN program and she highly advised me to apply for the program. The ABSN program at CUI immensely prepared Ana for her career as a nurse. CUI provided small classes and opportunities to interact with the professors which cannot be said about other schools. She was able to make connections with her professors and received exceptional help from her professors and worked in groups with her classmates. With the education and help from the professors, she was prepared for interviews where she performed remarkably well and was offered multiple positions. Ana’s exemplary success due to her educational background at Concordia fiercely encouraged my decision to apply for CUI’s ABSN program. I believe that I would make an exceptional addition to CUI’s ABSN program because I believe that I have qualities and characteristics that make me a strong fit for a career in nursing.

There are many major challenges facing the nursing shortage environment today. One of those challenges includes the facility recruitment of registered nurses and then the facility retention of the registered nurses that they have recruited. Factors to consider would be as to why a registered nurse chose to accept a particular job and will they choose to stay at the facility after being given an employment opportunity. A facility’s reputation, union status, autonomy and salary are among some of the factors that influence recruitment. Factors that influence retention includes the inclusion in decision making, practice

The cost to train new nurses becomes so enormous for hospitals it would be much smarter to figure out why new nurses are leaving and provide tools to assist new nurses with their transition. Looking at reasons NGRN leave their new chosen profession seems simple enough find out what it is that decreases job satisfaction and fix it. One study looked at burnout in new nurses and possible causes, they looked at workplace environment, workplace incivility and empowerment.(Spence Laschinger et al., 2009) They found

Nurse Outcomes in Magnet® and Non-Magnet Hospitals uniquely address that the Magnet hospitals have their class of performance which sets them apart from non-magnet facilities that can also influence the nurse satisfaction and retention issues (Kelly, McHugh & Aiken, 2011). The study specifically addresses nurse work environments as the cause of retention that leads to improved patient outcomes (Kelly, McHugh & Aiken, 2011). Hospitals

This focus is adapted to primarily prepare the ADN student for more day to day nursing activities. In 1952, Mildred Montag, in response to the nursing shortage, designed a program to counter the college level nursing programs. An associate degree was the end result. (Haase, 2006, p. 1)

What impact does the implementation of the national nurse residency program (NRP) for bachelor of science in nursing-prepared nurses, developed and coordinated by the University HealthSystem Consortium (UHC) and the American Association of Colleges of Nursing, have on increasing the nursing retention rate of graduate nurses one year

A positive force for change centers on the nurse’s strong desire to change current practices. The combination of the turnover rate, low morale, and higher percentage of new nurses, is the driving

The nursing shortage in healthcare has been a highlighted issue for many years. With the ever-growing health care system, hospitals and healthcare facilities often find themselves searching for ways to acquire new nurses and retain their very own. Throughout the years, the number one solution to this problem remains the same: decreasing nurse turnover, and increasing nurse retention. This paper discusses the causes of high nurse turnover rate, the negative effects on health care, and ways to improve the turnover rate.

2010). On the Federal level, in 2002, congress passed the Nurse Reinvestment Act to improve the recruitment and retention of nurses. The act establishes a service to give scholarships and loans to nursing students if they are willing to serve in hospitals with critical shortages of nurses for a two year period. It is also sets up a loan forgiveness program for nurses receiving advanced degrees, who will teach at nursing schools.

“High rates of staff turnover in nursing homes is not a recent phenomenon. As far back as the mid-1970s studies have documented average turnover rates for registered nurses (RNs), licensed vocational nurses (LVNs) and certified nurse’s aides (CNAs) ranging between 55% and 75%” (Mor,V., Mukamel, D.B., & Spector,W. D. 2009, 1). Long term care facilities (LTC) have staffing issues related to the high turnover of licensed staff. The effect can have a heavy financial burden and also affect the care given to residents. Many ask the question why is it hard to attract and keep nurses at a long term facility. The International

Nurse retention for this company is of utmost importance for multiple reasons. According to Forest and Kleiner (2011) replacing an RN can cost as much

With the ongoing changes in the healthcare field, nursing workforce retention presents itself as one of the greatest challenges facing healthcare systems today. According to the American Nursing Association, nursing turnover is a multi-faceted issue which impacts the financial stability of the facility, the quality of patient care and has a direct affect on the other members of the nursing staff (ANA, 2014). The cost to replace a nurse in a healthcare facility ranges between $62,100 to $67,100 (ANA, 2014). The rising problem with nursing retention will intensify the nursing shortage, which has been projected to affect the entire nation, not just isolated areas of the country, gradually increasing in its scope from 2009 to 2030 (Rosseter,

Nurse turnover is defined as “the number of nurses changing jobs within an organization or leaving an organization within a given year” (Baumann 2010). Retaining nurses is one of the most important issues in health care as its effects range from challenges in human resource planning, to high costs in financial and organizational productivity (Beecroft et al, 2008), to workgroup processes and morale, to patient safety and quality of care (i.e. patient satisfaction, length of patient stay, patient falls, and medication errors) (Bae et al, 2010). Nursing Solutions Inc (NSI) reported the national average turnover rate for hospitals increased from 13.5% in 2012 to 14.7% last year. Nurses working in Med/Surg had more turnover

The future costs of inducting and training new staff and costs of labour turnover if the selected staff are not retained. As in St. Margaret’s Nursing Home the HR Director is under pressure to increase staff retention in order to reduce future training and recruitment costs, she believes that the current recruitment and selection policies of St-Margaret’s Nursing Home are partly responsible for the turnover problem.