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Hospital Recruiting Update Archives – September 1, 2003

September 1, 2003

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  • It’s cheaper to hire them!

    In a time of shortage, there often doesnt seem to be any choice but to use agency nurses. But cutting the use of premium labor became a stated goal at Sinai Hospital, a 398-bed hospital in Baltimore.
  • Houston doesn’t have a problem

    In the last issue of Hospital Recruiting Update, we reported on how men are underrepresented in nursing in general, and among nurses working at the bedside in particular. Getting them interested was on the minds of many of the people interviewed for the story. But at the University of Texas at Houstons school of nursing, getting men interested in nursing is something they are good at.
  • Getting in touch with . . . you

    Health care is a stressful line of work, and employees often get burned out. In normal circumstances, thats not necessarily a crisis. But when there are shortages in nursing, pharmacy, imaging, and other areas of health care, it becomes paramount to try to keep staff happy just to keep them on staff. Thats something that the leadership at Clarian Health Partners in Indianapolis knew.
  • A third of the workday wasted

    A new study of 71 hospitals shows that more than a third of employees time is spent doing wasteful work from filling out multiple forms for the same task to searching for misplaced supplies or records.
  • It’s not the money: it’s the progression

    There are plenty of human resources executives who know in their hearts that money isnt what drives nurses to work. What has more impact than the actual wage rate is the ability for nurses to progress over time up a wage scale.
  • Schedules matter to nurses

    What matters to your nurses? The ability to schedule their jobs around their lives, says a survey of 811 RNs.
  • Make it easy, make them happy

    Is putting packets together a drag? This HR department doesnt have to. Tired of answering questions about benefits changes? St. Marys Health System in Athens, GA isnt. Working with one of its insurance carriers, it moved from a manual to an automated enrollment process for its 1,200 employees, scheduled work time, one-on-one meetings with staff to explain the benefits and answer questions, and even showed the employees what each option meant to their paychecks to the penny.