Retaining Healthcare Professionals with Education Benefits

Retaining Healthcare Professionals with Education BenefitsRetaining Healthcare Professionals with Education BenefitsRetaining Healthcare Professionals with Education Benefits DezubeHR professionals recently caught a break in their efforts to retain health care professionals as the economic downturn drove hundreds of thousands of RNs back to work, while new nursing graduates entered the workforce. Yet those same HR professionals could soon find themselves scrambling to find qualified nurses as the economy recovers.This time around, the nursing shortage could be especially acute for hospitals seeking magnet status and improved patient safety. These requirements will drive the need for more baccalaureate-degreed registered nurses (BSNs).Retaining Health Care ProfessionalsThis comes at a time of rising demand for RNs overall as Baby Boomers age and healthcare reform expands coverage to millions Americans.Those changes are happening in a hiring market where the demand for bachelors of sci ence nurses already outstrips supply. Healthcare Job Conditions Report 2011shows 52% of nurse employers ask for a BSN in their registered nurse job description, while only 35% of job candidates possess that credential 42% of recruiters surveyed say they plan to increase RN hiring.Grow-Your-Own BSNsHiring your way out of a BSN shortage may not be an vorkaufsrecht only a thirdof new nurses are BSNs capacity for increased school enrollment is limited due to shortages in clinical sites and faculty.HR professionals considering grow-your-own BSN strategies have a limited window in which to get started. There is emerging data that a massive exodus of employees will start in three years, says Liana Orsolini-Hain, PHD, RN, a nursing instructor at City College of San Francisco, and a member of the Future of Nursing Committee at the Institute of Medicine (IOM), Bethesda, Md.In her study, Mixed Messages Hospital Practices that Serve as Disincentives for Associate Degree-prepared Nurses to Retur n to School,Orsolini-Hain uncovered how workplace policies and company culture can influence RNs decisions to return to school.Her recipe for growing-your-own BSNs? Assess current employee attitudes, revamp company culture, develop expanded career pathways and offer financial support and learning accessfor BSN-seeking employees.Assessing Current AttitudesEvery healthcare organization has unique talent development challenges that must be addressed in order to increase BSNs. To do so, Orsolini-Hain recommends organizing focus groups to identify the impact of work environmentand any personal and workplace-related issues that hinder your AD-educated nurses from returning to school.Be sure to include the HR department in your review and pay close attention to your healthcare recruiting and hiringprocesses. For example, if your job postings say BSN preferred or Masters preferred and your reference-checking methods focus only on ADNs, candidates might assume that your company doesnt value BSNs and higher degrees.Tapping yourdata analyticswill also help differentiate those benefits programs that can effectively create and retain BSNs, says Michael Bleich, PhD, dean of the School of Nursing at Oregon Health and Science University, Portland, and an IOM Future of Nursing committee member.For example, Bleich says that you may find new nursing hireswork best to complete a degree within a given time period, while mid-career nurses will be motivated by more autonomous career paths that link degrees to specific jobs.Encouraging Learning at WorkUniversity partners that are willing to designate nursing school seats for your employees are another way to cultivate BSNs. You can help enrolled employees by forming at-work study groups. It will keep your RNs in the program and give them camaraderie, Orsolini-Hain says. If possible, match students with mentors who have already completed their degrees.Physical changes in the workplace can also help support your BSN students. Is there space for on-site classrooms with video-streaming for virtual seminars? If your workplace is in a rural location, can you add computer stations for online classes that eliminate a long commute to school?Work life balance issues are also big for RNs. If budgets allow, consider offering a once-a-week sabbatical or stipends that support time-off while in school. If budgets are tight, consider providing flexible hours and time off during finals.Rewarding your BSNsCan your nurses reach the highest rung on the clinical ladder without a degree? Do you only require a degree if theyre promoted to management? If so, your workplace culture will continue to trump efforts to build a BSN base.Money can be a powerful motivator. According to a study in Nursing Economics, a net benefit of more than 6.8% earnings will quadruple educational enrollment of AD-prepared nurses theyre three times as likely to pursue advanced education if the net benefit ranges from 3% to 6.8% and twice as likely if the ben efit is less than 3%.Up-front tuition costs can be a barrier for single-parent (single paycheck) employees, even when reimbursed by the employer. A tuition reimbursement policy that helps employees pay for schooling at the beginning of the semester removes that hurdle, says Orsolini-Hain.Finally, posting a calculator widget on your company website demonstratesthe value of increased pay over time with an advanced degree.Recognize AchievementPrograms that support nurses who return to school dont have to be expensive. Including degrees and certifications on employee name tags allows the staff tobetter assess differences in performance between ADNs and BSNs. You can also give recognition to graduates with lunches, parties or by posting an honor roll.Nurses Want to Go Back SchoolADNs want to return to school 80 percent of the RNs Orsolini-Hain surveyed said they wished to obtain a BSN or higher degree. By working to improve your company culture, career opportunities and financial aid, H R professionals can help RNs fulfill that goal.

Using Servant Leadership to Improve Corporate Culture

Using Servant Leadership to Improve Corporate CultureUsing Servant Leadership to Improve Corporate CultureThe servant is definitely below in the hierarchy of any organization, right? The servant serves the bosses and has little status in the organization. But, servant leadership turns this concept on its head. Servant leadership, done right, can improve your corporate culture. What Is Servant Leadership? Servant leadership comes from an essay written by Robert Greenleaf in 1970, The Servant Leader. In this essay, Greenleafs theory was that you need to flip the pyramid. Instead of the leader commanding people, like in top-down leadership, with servant leadership, the leader supports the other employees. This means that the leader exists to provide guidance and direction, but the employees are empowered to make decisions on their own. The leader looks for opportunities to help others instead of having others help him. This type of servant leadership can create a great company cultu re. The Cultural Benefits of Servant Leadership When you have a culture that consists of top-down leadership, all of the decisions come from the eckball office. The CEO may know a lot, but as a company grows beyond a handful of people, the CEO isnt the one who is meeting face to face with customers, designing marketing campaigns, or interviewing candidates. When all direction comes from the senior managers, the decisions often dont reflect reality. With servant leadership, the CEO (or department head) says to the staff, essentially, I hired you to do your job, and Im going to trust you to do it. What can I do to help you? This type of leadership allows employees to share their ideas. They are allowed to do the jobs they were hired to do. They are able to use their expertise where it makes sense. When they need help, they have senior leaders with mora experience who can help them. Examples of the kind of help needed include ideas, resources, or cutting through the bureaucracy tha t all companies seem to develop. A good servant leader understands that the business will thrive when people are trusted to do their jobs. Does This Mean That Servant Leadership Is a Do-Nothing Role? If the employees are making the decisions and carrying out the work, does the boss just sit in the back with a cool drink? Every manager wishes this were the case, but its far from reality. Just as a servant in the royal household is always busy, the servant leader is as well. In order to provide leadership, she needs to know what is going on. She has to stay in contact with her staff. She has to stay on top of the industry information sothat the organization remains competitive. When a staff member needs help, a senior leader who hasmore experience and a broader perspective on the industry and company can help them. A marketing manager is focused on marketing, while the production manager is focused on producing a product. A servant leader CEO needs to know about both of these func tions so that she can help both succeed. And sometimes, she fills that gap between the two functions to create cohesion and cooperation. Servant Leadership Is More Difficult Than Top-Down Management, but Its Better In a top-down management organization, the leader just says do this and the task is done. But servant leadership requires thoughtfulness, care, and proactive planning. A servant leader needs expertise in hiring her team so that she hires people who are capable of doing their jobs. Servant leaders coach and train and provide feedback. A servant leader needs humility to accept that she doesnt always have the answer, and she needs the expertise to know when she does and when she needs to step in. A servant leader sometimes has to do the grunt work in order to accomplish the job. Its hard. You can, however, achieve incredible results through servant leadership. Look at Wegmans, a company that always makes Fortunes Top 100 Companies to Work For list. They empower their cas hiers to make decisions, and their corporate employees all have to work in the stores to understand how they can best provide support. The result is a booming business and employees who are happy with their jobs. Thats what you can achieve with true servant leadership. How Do You Make the Change to a Culture of Servant Leadership? First, you dont have to wait for the CEO to make the decision to become a servant leader. If you manage employees, you can switch your own management style. Start by asking your direct reports what would make their lives easier. Ask them what tasks or policies they would eliminate. Ask them what works and what does not. Now, of course, you have to exercise judgment. Your direct reports may say, I hate the affirmative action plan reporting. It doesnt help much. Lets end it. You have to say no because thats required by law, but you can ask the employee what would make the reportingeasier and what would make the report more useful. If youve been a strict top-down manager, your employees may find your change strange but, you need to persist. You may also have to change the type of employees you hire to increase the likelihood that your new hires can perform in an empowered work setting. But eventually, switching to servant leadership will pay off for you in a happier, more productive, empowered workplace culture. - Suzanne Lucas is a freelance writer who spent 10 years in corporate menschenfreundlich resources, where she hired, fired, managed the numbers, and double-checked with the lawyers.

Customize this Imagery Analyst Resume

Customize this Imagery Analyst ResumeCustomize this Imagery Analyst ResumeCreate this Resume Michael Nobles1219 Romrog WayAfton, WY 83110(777)-207-6394m.noblestmail.comObjectiveLooking an opportunity to work in a premier global defense and aerospace company as Imagery Analyst to utilize skills and expertise to fulfill the companys objective in delivering a full range of products and services. Summary of QualificationsHas a strong knowledge of Manual Light tables and electronic light table functionalitiesKnowledgeable in Intelink SAFE, M3, REMOTEVIEW, NES, IEC and MS OfficeHas a strong knowledge of NTM, air breather and civil/ commercial sensorKnowledgeable in specific digital dataAbility to analyze, design and recommend intelligence systems for use for specific projectsProfessional ExperienceSenior Imagery Analyst, January 2007- PresentTASC Inc., St. Louis, MO ResponsibilitiesProvided and rendered Imagery Analysis Service in Support of the production of standard and non-standard int elligence products. Explored and researched the National ausbeuterei Systems and other appropriate databases for amplifying information, producing standard imagery analysis products and collaborated with other Intelligence Community. Furnished and provided imagery analysis against targets utilizing a variety of platforms.Supported and tolerated the creation of a variety of GEOINT media and collateral imagery products. Supported and tolerated the identification of technology gaps in the capabilities and processes. Imagery Consultant, May 2004- December 2006BAE Systems, Fort Belvoir, VA ResponsibilitiesResearched geographical areas of interest using national databases. Gathered available national or commercial imagery of a given geographical area such as the NIL, CIL, WARP and IAS. Analyzed and examined imagery data using RemoteView imagery exploitation software. Produced customer products by creating areas of interest and annotated with supporting graphics. Provided management with c omprehensive reports based on available algorithms integrated to the program.EducationMasters Degree in Imagery Analysis, 2004Yale UniversityBachelors Degree in Imagery Analysis, 2002Yale University Customize ResumeMore Sample ResumesHockey Coach Resume Hydrogeologist Resume Hydrologist Resume ICU Nurse Resume ICU RN Resume Imagery Analyst Resume Immigration Paralegal Resume