Nursing Shortage Management

MANAGING HUMAN CAPITAL PAPER INSTRUCTIONS

The viability and sustainability of a heatlhcare organization rests in part on their ability to recruit and retain highly skilled personnel. An organization’s strategies for managing human capital can largely differentiate one healthcare organization from another. As the nursing shortage continues to grow in the coming years organizational leaders must place renewed emphasis on creating compelling and attractive incentives for driving recruitment and intention to stay. This paper will discuss the tenets of managing a diverse workforce in order to achieve optimal operational performance and patient care outcomes. This paper discusses the following fours key factors that influence effective management

The worsening nursing shortage has placed increasing pressure on institutions to fill vacancies, often resulting in less than ideal candidates being selected for key positions (Rousell et al., 2016). Consequently, employers and employees are left dissatisfied often taking a toll on the quality and safety of healthcare delivery. What does it take to keep ahold of experienced staff and entice new personnel to join a team? The answer may not be as complex as one may think. Nurses are looking for a clinically challenging atmosphere that is equipped with the latest technology and tools available, opportunity for professional growth, economic incentives, and work-life balance (Lartey, Cummings, & Profetto-Mcgrath,

As a servant leader my primary concern is ensuring that my team members have adequate resources and are afforded every opportunity to be successful. However, to do this I must understand the individual needs and desires as well as strengths and weakness of each team member. Holism is a primary premise of MRM. Holism is defined by the theory of MRM as the understanding that human beings are comprised of mind, body, and spiritual connections (McEwen & Wills, 2014). MRM theory also calls on nurses to make an attempt to understand the patient’s perceived world (Koren & Papamiditriou, 2013). In an effort to understand the perceived world of my team members, I take the time to establish personal connections. I accomplish this through showing genuine concern and asking them about their families and listening to details about their vacations and weekends. Furthermore, I listen, allow them vent freely about their concerns, and rejoice with them in their accomplishments and accolades. Through these personal connections, I learn about their strengths and weakness, how they adapt to change, and what coping strategies they use to overcome challenges. As a result of gaining this knowledge and establishing this rapport, I have an understanding of their needs and I am better able to serve and support them in achieving their goals. Although I am still working on refining my communication and interpersonal skills, evidence does support that my effort to personally connect