| | | | | | | | | What are some successful floating policies?
| | | By
Patricia Cusimano
| | | While this approach fulfills immediate short-term needs, floating to a different specialty or subspecialty presents nurses with a new set of challenges. It not only requires the ability to adapt to new procedures and protocols, depending on the unit, but it may also involve caring for more patients at different acuity levels. In the following discussion, a seasoned acute care
executive and staffing agency representative offer some floating strategies to help foster harmony among staff yet
assure that the delivery of care is never
compromised.
| | | International options
| | | By
Anne Baye Ericksen
| | | For some hospitals, broadening their recruitment parameters means national advertising campaigns to interest professionals in relocating to their communities or encouraging older nurses to return to the workforce. Others have established community outreach programs or partnerships with nursing schools to develop a pipeline of new graduates. Still others rely on travelers and local per diem or agency nurses as short-term solutions. A growing number of institutions, however, have set their sights on foreign-trained professionals as a component to bridge the gap and fill out the staffing mix.
| | | How to get nurses, and keep them!
| | | By
Cathy Drumm
| | | As nurse executives struggle to preserve the delivery of high levels of quality care, to maintain patient safety, and to manage shrinking budgets, it is not surprising that one aspect of the quality assurance (QA) process is often overlooked--or at least put on the back burner in favor of more immediate crises. Routinely reviewing and updaing recruitment and retention strategies, however, can be key to sustaining quality by solving staffing dilemmas.
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