University of Virginia Health System

Nursing retention and recruitment are the top-priority goals of the PNSO, both for 2006 and within our three-year Strategic Plan. Areas of specific focus include supporting professional development, reducing external turnover, exploring scheduling and compensation options, and evaluating new technology, systems efficiencies and other ways to promote a healthy and productive work environment for nurses.

Recruitment

The Recruiting Division of HR has an exciting recruitment campaign, "Live, Learn, Lead: Recruiting For Rewarding Careers and Rewarding Lives."  The Nurse Recruitment DVD and web campaign feature direct care nurses talking about what it means to be a UVA nurse. UVAHS' Nursing Careers web page proudly describes nursing's shared governance mode, our annual nursing worklife survey and cutting edge technology as benefits of being a UVAHS nursing.  

Direct care nurses participate in UVA-based recruitment Open Houses and Diversity Weekends, as well as traveling to many other recruitment events nationwide. They are active participants in recruiting nursing students and interested nurse candidates. Direct care nurses enthusiastically welcome interviewing nurses to "shadow" them during their work to realistically portray the work environment.

Nurses are the best recruiters of nurses! The PNSO partners with Human Resources Recruiters to invite nurses to join the Health System. HR Policy 901, Employee Referral Incentive Program, rewards nurses and Health System employees who identify and refer potential applicants for employment.  The referral incentive is awarded for applicants who are hired into regular full-time or flex positions. 

Retention

In 2005, the Nursing Cabinet established a Retention Plan Workgroup to consider the variables that contribute to retention, incorporating 2004 Nursing Worklife Survey results, turnover and exit interview data. Cabinet discussions emphasized long-term strategies as well as the need to identify tangible, achievable goals. The PNSO Retention Workgroup continues into 2006, evolving in partnership with Human Resources. A key outcome of this partnership has been the refinement of our nursing demographic database, providing us with detailed information about our RN workforce; this information drove a recent evaluation of market competitiveness of RN compensation, decisions to increase RN base pay and differentials, and other improvements. In December 2005, HR leaders presented proposals to nursing leaders that would strengthen the team effort to improve retention and reduce turnover. Work groups of nurse leaders, direct care nurses, and HR staff will focus on three major areas throughout early 2006:

• Work/Life Balance;
• Enhanced Tuition Benefits Program (in fact, a new advanced tuition assistance option is now available); and
• New Employee Retention.

Developed by Cabinet's workgroup, the PNSO Retention Plan serves as a guiding document for Cabinet decisions and actions. Outcomes of the PNSO Retention Plan include efforts to advance and support nursing practice, further professional development, facilitate communication, and provide central recognition activities.

Staff retention is viewed as everyone's responsibility. To promote this culture of community, many practice areas have also implemented innovative local strategies to enhance nurse retention. One example is the Surgical Trauma Burn ICU's Retention Committee, comprised of RNs, Respiratory Therapists, Burn Technicians and Health Unit Coordinators. The STBICU Retention Committee monitors unit morale and identifies ways to recognize and celebrate staff achievements, large and small. Several STBICU teams have used the opportunities provided by the PNSO's Nursing Research Program to further develop evidence-based approaches to maintaining a healthy work environment.