Employee Turnover, Improving Client Care And Experiences

Training is used to build knowledge and skills after employees have made the personal decision to support the change.

When accounting for the costs (both real costs, such as time taken to select and recruit a replacement, and also opportunity costs, such as lost productivity), the cost of employee turnover to for-profit organizations has been estimated to be between 30% (the figure used by the American Management Association) to upwards of 150% of the employees' remuneration package.[4] There are both direct and indirect costs. Direct costs relate to the leaving costs, replacement costs and transitions costs, and indirect costs relate to the loss of production, reduced performance levels, unnecessary overtime and low morale. The true cost of turnover is going to depend on a number of variable including ease or difficulty in filling the position and the nature of the job itself.

Due to the greater encouragement, it reduces employee turnover and increases efficiency. This causes the company to be able to fulfill their goals and objectives that have been both created and managed through the strategic management process.

Reggan ended up with a traumatic brain injury and broken vertebrae. She is now unable to work or care for herself. She was tired from going to school the previous day, then working a sixteen hour shift. Hospitals and nursing facilities don't understand the effects mandated overtime has on someone untill it's to late. So I guess in the eyes of an employer, having a fatigued nurse at your bedside is better than none at all.

The Puerto Rican Family Institute clinic in Brooklyn is currently undergoing a new organizational structure due to a high turnover of recent employees. The previous director for the clinic had been in the same position for 25 years, and once she left, the structure started to decline. The new director, James Chavez, has been overseeing the clinic for a year now, and the clinic has been evolving ever since. Due to such a drastic change in roles, the clinic has been using a lateral organizational structure to help the director and keep the flow going. Since the clinic in Brooklyn is smaller, there is a lot of cohesiveness that happens within various departments. The director always has the final say, but many times, the staff will work together to help one another. I have received a lot of guidance due to the lateral structure, and I am thankful for that. The clinic has many full-time staff clinicians and the majority have a background in social work. Since the director comes from a social work background also, there is a strong social work presence. The social worker’s role is to provide one-on-one psychotherapy, give a pre-diagnostic impression, and complete treatment plans. They also assess for strengths, goals, and triggers to provide clients with a strong therapeutic experience.

The change that I would like to see occur is increasing the compliance by enhancing communication with employees

Which will initiate a massive professional relationship change between everyone in the company, and this will give the company a much more cohesive team, and that gives a much greater chance for success in any business.

Where Has All The Staff Gone? Strategies to Recruit and Retain Quality Staff by Helen M. Hauff explores the dangerous shortage of nurses in healthcare. The shortage of nurses today has challenged and tested many human resources departments, forcing many directors to “think outside of the box” and look at different strategies for recruitment and retention. According to Hauff, the average recruitment costs per nurse can exceed $100,000 and the supply of nurses needs to increase by 9% a year just to keep up with demand (Hauff, 2007). Many health care systems and specialty clinics have tried to lure registered nurses and nurse practitioners with higher salaries and better benefits. The competition for quality staff has come with a price, staff turnover results in extra costs for recruiting and retraining employees. Hauff, a certified transplant nurse naturally focuses on the staff shortages in her specialty. The shortage of certified transplant nurses is critical, and according to Hauff many health care systems are closing down transplant units due to staff shortages and rising costs. Although Hauff tends to focus on solving the problems with transplant specialists, the same recommendations she outlines can be applied to any health care specialty.

Nursing shortages and turnover rates are becoming increasingly detrimental issues occurring in the health care system today. Why are nurses leaving their jobs more frequently? What can be done to retain nurses in a health care organization? These are just a few questions that need to not only be asked by nursing leaders and managers, but also ones that need to be answered. The increased nursing turnover rates create several implications with regards to patient care, employee satisfaction, and financial burden on the health care organization.

As the world changes, many organization may create changes to their company structure in order to remain successful and look good amongst shareholders. These organizational changes may be beneficial for the company overall. However, it may affect the remaining employee’s morale. Some organizations changes such as layoffs, reduce work hours, a stagnate in benefits increases and rewards may result in management trying to figure out a way to motivate and gain employees trust and loyalty.

Potential benefits of moving the current culture toward the ideal culture would reduce departmental employee turnover because job satisfaction and job commitment would increase due to management relieving the pressure of the job by acknowledging ALL employee efforts. This would mean rewarding for progress even when progress is slight and don 't meet up to expectations. This overall will increase self-worth on the job. The increase in self-worth on the job will enable consultants to further develop and maximize their contributions. However, the shift toward the ideal culture may present some conflict in the organization because this change takes some of the focus off making numbers and management may feel that sales might decline and may be reluctant to continue the change. Nevertheless, management has to realize that the employees are important too, and this change will only facilitate teamwork and better interpersonal relationships that will enable employees to recognize and work toward the common goal of achieving great success.

The confidence among nurses would increase knowing they were allowed more time to train and do the job right. By fostering a positive environment through training and education, an organization can retain nurses

At the board of directors’ meeting, board president received a letter from staff council of Oneida Home Health Agency (OHHA), highlighting various staff concerns and suggestions. Rachel Nelson, who had been hired as the executive director of OHHA, was shocked and angered to see the letter, since this was a clear violation of organizational hierarchy and brought her management skills into question. Rachel had replaced Chuck about two years ago, who left the agency in a bad financial position. Soon after her induction, she was joined by Annemarie as nursing director, replacing the previous director Dorothy who had resigned. Rachel and Annemarie had been trying hard to deal with the

By encouraging former patients to visit or to speak about how much the company has changed their lives, the company retains the employees

A great opportunity lay in employee recognition. Employee recognition will be nonfinancial benefits offered to employee. This non-financial benefit allows management to proper recognize and foster employee loyalty as well reinforce positive work behavior and encourage for repeat performance in all areas of the job (Henderson, 2006). Another non-financial benefit for employee is training. Training will allow employee gain additional knowledge and expertise and to be up to date with new technology open opportunity to advance in their career. These non-financial benefits allow management to make sure employees are value. Including employee in department meetings and allowing employee to have a say so in decision making demonstrates respect for employee and it allow the