Responding to Emergency Situations Quickly
Boyde, T., Naude, M., Ogunfowora, A., Reich, C., Hall, N., & Diamond, L. (2022). Responding to emergency situations quickly (RESQ) in ambulatory oncology. Oncology Nursing Forum, 49(2), 67–68. Web.
Unlike other articles, this one explores the particular aspect of medical work that affects staff retention, as opposed to the general one. In this case, staff retention is associated with the absence of excessive workload and responsibility on medical personnel in the event of urgent clinical conditions. Emergency situations – complications requiring emergency surgical care. RESQ – quick response to emergencies.
If there is a need to make an emergency medical decision in the conditions of a multidisciplinary medical institution, it is necessary to assign partial responsibility to the staff to avoid staff turnover. 18% of the doctors from the study admitted that they quit because of the excessive responsibility placed on them. The article focuses on the need for competent management in stressful situations to avoid excessive workload of employees. The strength of the article is the inclusion of both organizational and economic aspects of the issue in the study. The weak point of the article is a very wide sample of medical institutions, which requires a powerful filter of input statistical data.
Medical Assistant Apprenticeship Program
Conway, L., Shannon, D. K., Kidd, S., Heinecke, N., Quinanola, R., & Hilzer, L. (2022). A medical assistant apprenticeship program in an academic oncology ambulatory clinic. Oncology Nursing Forum, 49(2), 69–70. Web.
This article pays more attention to the urgency of the problem of a personnel shortage in the labor market in the field of medical assistant apprenticeship. Staff turnover in the medical assistant apprenticeship program negatively affects the company’s efficiency. The medical assistant apprenticeship program is practical training for medical workers with a completed secondary medical education. Keeping valuable employees in the medical assistant apprenticeship is a difficult task, but its solution will ensure the productive activity of the academic oncology outpatient clinic. Every fourth employee was rated by employers as irreplaceable.
The emphasis of this article is that despite the development of information technology and automation of production, it is employees who remain the main workforce, which cannot be replaced in medical assistant apprenticeship. The strengths of the article are that it uses terms understandable to the target audience, and the weaknesses are that many facts are repeated simply by being paraphrased.
Achieving Agreement
Grayem, K. (2019). From anger to agreement. American Academy of Ambulatory Care Nursing, 41(6), 1–16. Web.
Like other articles, this work suggests regularly analyzing the situation in the labor market and comparing the conditions provided to employees with the conditions of competing firms to retain employees is necessary. This article examines staff retention from the perspective of the problem of how the modern medical business dictates strict requirements for the level of training of specialists, so their retention is important. A dissatisfied employee is a team member dissatisfied with aspects of his work, ready for potential dismissal on his initiative. The article claims that workers from the periphery, migrants, and students cannot compete with certified specialists with long experience and work experience, which is why it is necessary to retain them.
“Nurse job search” queries on Google increased by 310%, which indicates an increase in newcomers in this field. The emphasis of the article is on the fact that there is a struggle between competing firms for qualified personnel. Therefore, it is necessary to offer them the best working conditions. The article’s strengths are that the specific staff retention problems are shown, and the weaknesses are that the material is structured and difficult to understand.
Shift Duration
Jabaley, T., Bagley, J., Beardslee, B., & Hammer, M. J. (2022). Ambulatory oncology nurses weigh in about 12-hour shifts. JONA: The Journal of Nursing Administration, 52(9), 491–497. Web.
Like Grayem, the authors of this article emphasize that it is difficult to quickly find a replacement for highly qualified medical staff when they leave. The article clarifies the conditions under which it is advisable to carry out employees on an outpatient basis. Shift is the duration of working time set by the shift schedule for the oncology nurses’ group and its alternation with other shifts during the week or month.
When determining the circle of employees who should be retained and motivated to do fruitful work, it is necessary to conditionally divide the team into “main staff” and “auxiliary.” 49% of employees were recognized as the main staff. This article emphasizes that it is necessary to retain technical workers who directly affect the efficiency of the ambulance, its profit, and its development. The article’s strengths are that the necessary specific scientific terms are used, and the weaknesses are that there is practically no specific statistical data.
Dedicated Education Unit
Kidd, S., Christiansen, K., Coumar, A., Williams, J., Ito, K., Petersen, A., Niculescu, R., Eisenberg, S., Schwab, D., Wojnar, D. M., Jablonski, A., & Dorcy, K. S. (2020). A dedicated education unit and a novel resident nurse transition-to-practice program in an ambulatory oncology setting. Seminars in Oncology Nursing, 36(3), 617–625. Web.
Unlike the rest of the articles, this paper provides information about the potential costs of retaining an employee, including their training, which requires a lot of financial costs and time. This article shows that staff retention is not always necessary since there are resident nurses whose absence has little effect on the ambulatory oncology setting. It is much easier to hire novel resident nurse-level specialists. A dedicated education unit is a structural unit of a general-purpose educational institution created to train novel resident nurses.
The main factor influencing the value of a resident nurse in retention is their skill level, education, and work experience. 80% of employee dismissals occur precisely because of incorrect decisions during hiring related to insufficient qualifications of the employee. The paper focuses on the need to retain resident nurses who are interested in enhancing the competitiveness of ambulatory oncology settings, business optimization, and creative solutions. The strengths of the article are that the article leads to the necessary conclusions on the practical retention of employees, and the weakness is that the text contains a lot of vague, abstract paragraphs.
Supporting Nursing Expertise Shift
Lambson, K., & Dalton, K. A. (2022). Supporting the nursing expertise shift: Transitions to ambulatory care environments. Journal for Nurses in Professional Development, 38(5), 311–313. Web.
Unlike other articles, this work focuses on the fact that one needs to value things especially highly and try to keep punctual, conscientious, and creative-minded employees in the team, not only those who have a high professional education. This article concludes that it is more profitable to make efforts to retain nurses rather than look for and train a new specialist. Ambulatory care environments are a complex of medical interventions aimed at getting rid of pain and manifestations of the disease to improve patient’s quality of life.
An analysis of the modern medical labor market shows that nursing specialists are most in demand. 74% of employees in organizations have invested funds to improve their skills. The article’s focus is on the importance of considering an employee’s personal attributes while making decisions on their retention. The provision of wages and job security is the absolute minimum to meet the basic needs of the employee. The strengths of the article are that the tools for retaining employees are more effective, and the weaknesses are that the text breaks off quite abruptly and semantic transitions between paragraphs are illogical.
Solutions to Ambulatory Faculty Retention
Lo, M. C., Tolentino, J., Fazio, S. B., Vinciguerra, S., Amin, A. N., Dentino, A., Hingle, S. T., Palamara, K., Modak, I., Kisielewski, M., & Moriarty, J. P. (2020). Identifying solutions to ambulatory faculty recruitment, retention, and remuneration in graduate medical education: An AAIM position paper. The American Journal of Medicine, 133(3), 386–394. Web.
Like other authors, this paper suggests taking early measures to retain employees but also describes the importance of the consistency of these measures. This work demonstrates that it is quite difficult to keep an employee who is going to quit. Recruitment is a set of actions that an organization uses to attract nurses who have the qualifications and capabilities required to contribute to the achievement of organizational goals to work in this organization.
The submitted resignation letter indicates that the medical specialist has already made a choice and most likely found an alternative to the existing place of work. 31% of the retired nurses went to another place of work with more favorable working conditions. Emphasis is placed on the fact that an employer who still wants to retain valuable staff will have to offer better conditions, which is not always possible. The strengths of the article are that the topic of dismissals is fully disclosed, and the weaknesses are that there are semantic repetitions in it.
Unlicensed Assistive Personnel
Lynn, G., & Fritz, E. (2022). Unlicensed assistive personnel in ambulatory care: A systematic integrative review. Nursing Management (Springhouse), 53(10), 28–34. Web.
This article, unlike other works, focuses not on the process but on the consequences of inefficient staff retention and how it will affect not only profits but also reputation. The authors point out that if the working conditions and the atmosphere among employees in the team are negative, you may face mass layoffs of assistive personnel in ambulatory care. Auxiliary personnel are medical workers who perform auxiliary functions related to implementing the main activity of ambulatory care.
Mass layoffs of assistive personnel are dangerous for the life of ambulatory care. The productivity of ambulatory care decreased by 11% with each retiring assistive personnel. Emphasis is placed on the fact that with the loss of a large number of assistive personnel, even quickly replaced, it will still take time to adapt and train new employees. The article’s strengths are that the maximum number of misconceptions about mass layoffs have been refuted, and the weaknesses are that there are no subheadings in it, making reading it difficult.
Factors Influencing Pediatric Nurse Retention
Macintyre, M. R., Brown, W. J., & Schults, J. A. (2022). Factors influencing pediatric hematology/oncology nurse retention: A scoping review. Journal of Pediatric Hematology/Oncology Nursing, 39(6), 1–13. Web.
Like other articles, this work notes that among the common reasons for the dismissal of nurses are the lack of social guarantees, a negative atmosphere in the team, and a biased attitude toward management. The article claims that if the process of mass dismissal has already begun, and nurses are leaving one by one, this indicates an inefficient system of incentives and motivation of employees. Pediatric hematology is a branch of medicine that specializes in diagnosing, treating, and preventing hematopoiesis and other diseases of the blood and organs in children of any age.
Usually, the reasons that a specialist decides to leave their usual place of work are complex. 35% of employees said they quit their jobs because of multiple factors. The article focuses on the fact that nurses are frequently fired due to low pay and long or irregular work hours. For employees to be fully involved in the workflow, they must go beyond their basic needs. The article’s strengths are that the authors have taken into account everything that the audience cares about or can be useful in motivating employees, and the weaknesses are that the introduction is too long and does not contain a specific thesis.
Breath Collection Protocol
Myers, R., Ruskiewicz, D., Meister, A., Sukhinder, A. K., Bartolomeu, C., Thomas, P., & Lam, S. (2022). Breath collection protocol for SARS-CoV-2 testing in an ambulatory setting. Journal of Breath Research, 16(1), 1–12. Web.
Like other articles, the author pays attention to the systematic motivation of employees. The article’s authors see career growth as one of the ways to retain employees. The breath collection protocol is an airflow study that allows you to evaluate the function of external respiration using many indicators. The lack of appreciation of labor results and professional stagnation lead to the dismissal of nurses. 8 out of 10 nurses are ready to change their place of work with a long absence of career growth and underestimation of work. The article focuses on the fact that the employer’s efforts to keep the nurse on the team would vary based on the grounds for the dismissal. The strengths of the article are that the structure of the text is very convenient, and the weaknesses are that many of the data are presented abstractly.
Healthcare Workforce Crisis
Neagle, P. E. (2022). Deploying advanced practice practitioners in response to the healthcare workforce crisis in the ambulatory setting. Frontiers of Health Services Management, 38(4), 15–20. Web.
Like other articles, this author recommends introducing a decent level of wages and social guarantees into the advanced practice practitioner’s retention system. The author claims that the main factor in retaining advanced practice practitioners is the employee motivation system, which includes a set of working conditions. A workforce crisis is a major loss of human resources. If one approaches the creation of a motivation system comprehensively, one can not only avoid the leakage of key personnel but also stimulate advanced practice practitioners to improve their professional skills.
68% of workers fully agree that it is important for employers to motivate employees in different ways. Emphasis consists of taking into account the main factors influencing the choice of an employee when determining the place of work when creating an incentive system. The strengths of the article are that it is structured for comfortable reading and easy information retrieval, and the weaknesses are that the author does not fully disclose the topic stated in the title.
Responding to Medical Emergencies
Szabo, P., & Makalinaw, M. (2022). Responding to medical emergencies in an ambulatory oncology setting. Oncology Nursing Forum, 49(2), 95. Web.
This article adapts the factors of employee retention highlighted by other authors to the conditions of medical emergencies. The article examines the factors that create a systematic approach to creating a system of employee motivation in medical emergencies. Medical emergencies are urgent measures at all stages of medical care used for emergency conditions that threaten the life and health of the patient. It is important to take into account both tangible and intangible factors of employee retention incentives in the case of medical emergencies. 71% of specialists chose the incentive approach to work with personnel in the case of emergencies.
The emphasis in the article is on the fact that only the comprehensive use of tools can keep nurses in an outpatient oncology setting for many years. As the article shows, it is possible to retain an employee, but not for long. New tasks and getting new results will inspire them to stay only for a while. It is better to deal with the prevention of staff turnover. The strengths of the article are that its structure and evidence base are very logical, and the weaknesses are that many sentences are emotionally colored and, therefore, biased.
Impact of Non-Traditional Ambulatory Clinic Nurse Residency Program
Walton, S. A., Harmon, K. A., & Knoedel, M. A. (2021). Impact of a non-traditional ambulatory clinic nurse residency program. Journal for Nurses in Professional Development, 37(1), 22–27. Web.
Like other articles, this paper proposes to use wages as a tool for retaining employees, but at the same time, a more specific solution is proposed, namely, setting salaries above the market average. This work pays attention to the tools of financial incentives for retention of the outpatient clinic nurse. A non-traditional outpatient clinic is a type of care used for most diseases that do not require too serious therapeutic or specialized intervention. The instruments of material motivation include all the actions of the employer in one way or another related to the payment of funds to the outpatient clinic nurse or the provision of conditions for saving them.
56% of the staff would like to receive incentives in the form of monetary equivalent. The piece focuses on the fact that pay is the primary determinant of whether an outpatient clinic nurse chooses to remain at their current workplace or seek employment elsewhere. The article’s strengths are that each section is highlighted in a separate sub-topic, which makes it easy to read, and the weaknesses are that the overall rhythm of the text is ragged.
Maximizing Teamwork Potential
Woods, C. (2022). Equine ambulatory nursing: Maximizing our teamwork potential and accelerating patient care. Equine, 6(5), 163–168. Web.
Unlike other articles, the author of this work also considers the retention process from the point of view of an employee who should be able to plan his earnings and aim for a certain result. The article offers a staff retention incentive, a system of accrual of bonuses, bonuses, or corporate discounts and benefits. Teamwork potential is the degree to which employees realize the ability to move together toward a common vision. It is important that additional incentives are commensurate with the work results. Only 29% of the surveyed companies consider teamwork potential with the help of additional incentives.
The emphasis of the article is that monetary rewards for nurses should be accrued according to a certain transparent and understandable system. As a rule, large companies have documents regulating salary increases or career promotions. The established rules make the employee development process in the company transparent. If the salary increase occurs only because of the planned departure of an employee, this reduces the motivation of other employees and can provoke rumors about the dishonest policy of the company. The article’s strengths are that the details on each incentive tool are consistently and fully set out, and the weaknesses are that there are practically no scientific terms in the text.
Registered Nurse Turnover & Retention
Woodward, K. F., & Willgerodt, M. (2022). A systematic review of registered nurse turnover and retention in the United States. Nursing Outlook, 70(4), 664–678. Web.
As in other articles, the author emphasizes that the attitude of the owner or the manager toward nurses is very important for retaining employees. The article notes that intangible motivation tools can also be important to nurse retention. Staff turnover is the number of staff losses over a certain period or the rate at which employees leave the company. The most effective non-material tools for retaining nurses are the actions of the employer to create their technical and living working conditions.
27% of the surveyed employees noted that they would not leave the company, as they are completely satisfied with the means of material and non-material support. The emphasis in this article is to establish a favorable emotional atmosphere in a team of nurses. The article’s strengths are that the collected facts are as useful as possible to all participants in the workflow, and the weaknesses are that the study sample is not diverse enough.
Summary
Employee retention is an organization’s effort to continue working with specialists for as long as possible. Most scientists state that the retention rate, in turn, directly affects the success of the business and turnover. Therefore, the indicators of fluidity and retention are interrelated since the higher the retention in healthcare, the lower the fluidity.
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