Column: Not enough nurses? Here’s how to make it work

Almost anyone who manages nurses is feeling the crunch: There are far more vacant nursing positions than there are qualified nurses to fill them, and the shortfall is only projected to get worse. But while the nursing shortage is a national one, there”™s much that we can do to mitigate its effects at the organizational level.

As a manager, you always have a dual responsibility to maximize productivity and efficiency for the organization but also to create a culture in which your staff can thrive. Nowhere is this more essential than in a health care setting, where the adverse effects of an overworked staff and reduced morale can spill over and compromise the level of care you provide and increase the risk of potentially dangerous mistakes.

To keep your organization running safely and smoothly, tending to the human side of your nurses ”” their mental, physical and emotional health and well-being ”” is vital for both productivity and staff retention. It”™s also rewarding. My favorite part about owning Access Nursing Services is helping nurses who are in transition make personal and career choices that enhance their lives. If I can help nurses self-actualize through their experience here, then I have accomplished my goal.

I employ 2,600 nurses in any given week in my role as president and CEO. Here are my strategies for managing the crunch:

KNOW YOUR PEOPLE

One of the reasons people go into nursing as a profession is the diversity of work opportunities, work environments, work schedules, care settings. Nurses are as diverse as the needs they fill and the patient populations they care for. There is no one-size-fits-all. By taking the time to understand the individual nurse”™s personal, job and career goals along with her strengths and limitations, an employer can make more thoughtful placements that will maximize both staff and client satisfaction. Even if you can”™t make a perfect match every time, let the professionals know that you understand what their “goal” is and that you”™re trying to accommodate them. Employees who feel heard and validated will perform better, even in less than ideal conditions, than those who feel pressured or disregarded.

ANALYZE YOUR SCHEDULE

Another motivator for people to join the nursing workforce is flexibility in accommodating scheduling needs. There”™s almost no problem that can”™t be at least somewhat improved with careful scheduling. Take into account your staff”™s commute to work and outside commitments ”” are they attending night classes, raising kids, caring for aging parents? Perhaps night shifts or weekends are ideal for one nurse but an enormous burden for another. It”™s also important to keep in mind personal life changes as one progresses through her career. And, keeping the lines of communication open and being as responsive as possible to those needs will make everyone happier and provide better patient care. When you do need to fill an unpopular shift, those you”™ve taken care of in the past may be more inclined to return the favor.

CONSIDER THE SETTING

To provide joy at the bedside, the nurse must feel joy in her heart. Pay attention to where individual nurses perform at their personal best. Some will thrive with the peace of knowing they have the security of a hospital staff position; others may need the flexibility of freelancing. Still others may flourish in a home setting, where they might feel the personal rewards of their work more intimately and directly. Finding the right fit will maximize your staff”™s potential ”” and make them more likely to stick around.

WATCH FOR WARNING SIGNS

People who enter the nursing profession are hard-wired caregivers. Nurses give more of themselves than in any other profession. This constant giving without refilling the emotional gas tank depletes the nurse as time goes by. Nurses suffer from depression at twice the rate of the general population, according to the Robert Wood Johnson Foundation Interdisciplinary Nursing Quality Research Initiative.

While conventional wisdom dictates that those who can”™t bear the burdens of nursing should find another line of work, I find this to be unnecessary, unkind and counterproductive. It”™s the manager”™s job to spot the signs of trouble and create a culture of fun, giving back and support. In the long run, helping your current staff find their strength rather than weeding out the weak is not only the kinder course of action ”” it”™s also the smarter strategy. You”™ll retain more and happier nurses, improve productivity and reduce turnover.

Louise Weadock is a registered nurse and president and CEO of Access Nursing Services, a national nursing and health care service company headquartered in Chappaqua. She can be reached at 914-752-2090.