| | | | | | Case studies: Improving staff satisfaction
| | | By
Anne Baye Ericksen
| | | With RN vacancy and turnover rates hovering at a national average of 11 percent and 13 percent, respectively, acute care executives are keenly aware of the critical necessity to retain personnel--and frequently welcome suggestions from staff.
| |
| Creating a successful staffing mix: How to improve relationships with travelers
| | | By
Anne Baye Ericksen
| | | While travel nurses are often welcomed relief to units that are stretched to their limits, choosing the proper candidates—and ensuring a smooth transition—takes a lot of planning. From matching the clinicians' skills with the hospitals' criteria, to designing customized orientation and evaluation procedures, contracting with supplemental staff is a multi-faceted process, requiring a team effort on the parts of acute care managers, travel company representatives, and mobile providers alike.
| |
| | | | How can quality assurance be improved for supplemental staff?
| | | By
Bobbi Harrison
| | | Ensuring that travelers meet or exceed competency standards—as well as comply with institution and company specific policies—is only the first leg of the journey toward a successful program.
| | | Orienting travelers
| | | By
Patricia Stille Lederman
| | | After evaluating the results of the trial, a decision was made to expand the process to include other nursing specialties.
| | | Evaluating HCSS certification costs
| | | By
Patricia Stille Lederman
| | | Most travel companies likely will fall under Option 2 of JCAHO's pricing system.
| |
|
|
| |
| 
