Recently, I spoke with a top healthcare executive who no longer felt connected to colleagues or listened to by leadership. A few weeks later, she went from quietly to actively quitting.
This isn’t an uncommon theme in today’s healthcare workforce, which is experiencing a highly publicized exodus, particularly by much-needed care providers. Projections show double-digit shortages are anticipated across behavioral, allied, nursing, dental, physician and home-based care for years to come.
About 62% of employees aren’t engaged and 15% are actively disengaged, according to a global 2024 Gallup report. The first group (“quiet quitters”) has the best opportunity to become more engaged.
Raising retention in healthcare can be done through leadership who inspires, has transparent communication, and rewards the performance of individuals and teams.
“If the full-time staff had trusted their management … would the strike have even happened?”
Building trust in healthcare leadership to boost retention
I once led a travel nurse agency that recruited staff to provide care to patients during hospital strikes. We were a committed team who kept continuity of care in place while the union and management worked through their differences. I often wondered: if the full-time staff had trusted their management and felt connected and listened to, would the strike have even happened?
Town hall meetings and regular contact from leadership that update healthcare workers on company status and initiatives can build trust. Particularly during times of change when workplace rumors may spark concerns, transparency through multiple methods of communication will quiet nonproductive speculation. A high-performance culture also invites individuals or teams to speak up with feedback or challenges.
“Team psychological safety” is crucial. Coined by Harvard Professor Amy Edmondson, this is a shared belief held by members of a team that it’s OK to take risks, to express their ideas and concerns, and to speak up with questions – without fear of negative consequences. She studied hospital teams where employees reported better teamwork but seemed to experience more errors. Her research discovered this was because they felt safe reporting errors without retribution.
“Schedule flexibility and finding ways to utilize more experienced staff …are becoming increasingly important.”
Rethinking rewards to increase retention in healthcare
Leadership motivation efforts and communication alone aren’t enough. For example, one healthcare staffing company leader’s ability to inspire his people led the organization to new heights during the COVID-19 pandemic. When it was over, outdated systems and processes were unable to sustain or scale that growth. The company hadn't invested in the technology or processes needed to help people do their jobs in a highly competitive marketplace.
An employer must also consider its reputation and focus on competitive pay, retaining and upskilling staff to compete and meet demands for care in local communities. Schedule flexibility and finding ways to utilize more experienced staff who do not want to work full-time are becoming increasingly important. Some hospitals offer four-hour shifts to nurses considering retirement, allowing them to act as preceptors to newer nurses. This provides flexibility and retains the knowledge of these highly skilled nurses.
Adding AI to your healthcare team for higher retention
Another way to support healthcare workers is with artificial intelligence and other new technologies. These can help with data analysis, risk management, documentation, supply chain distribution, and better forecasting. However, it’s necessary to utilize existing systems and technologies such as electronic health records and automated note summaries before AI can be an effective partner to healthcare teams. Telehealth is the subject of a flurry of legislative activity and reimbursement is expected to extend to support this method of care, especially in rural areas.
AI and emerging tech will not replace the human element of patient care offered by trained caregivers and physicians. These talented healthcare workers will continue to have unlimited and growing employment opportunities. Organizations that allow those serving patients to provide input into how to make their jobs easier, allowing more time for direct patient care, will be the employers of choice.
Key takeaways on retention in healthcare
To create a high-performance and desirable work environment that boosts retention in healthcare, leaders must clearly communicate their company's vision and expectations for employees. Healthcare workers need to feel respected. They also need opportunities for mutual feedback, as well as workplace flexibility and technology to make their jobs more efficient and rewarding.
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Member of Cielo’s Healthcare Advisory Board
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