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ASHHRA: 'Jerk Bosses' Derail Nurse Retention Strategies



For recruiting and retention plans to succeed, leaders must be held directly accountable for the turnover of people under them, a staffing retention expert tells an audience at the American Society for Healthcare Human Resources Administration annual conference.



2 comments on "ASHHRA: 'Jerk Bosses' Derail Nurse Retention Strategies"
Beth Boynton, RN, MS (9/19/2011 at 5:17 PM)

Leadership needs to support nurse managers with resources to hire enough qualified staff and listen to the ones they hire. THIS will improve middle manager's retention stats and trust. Beth
Phyllis Kritek (9/15/2011 at 7:21 PM)

As a registered nurse, I was startled to read this report of a presentation that used the demeaning term "jerk" in reference to nurse supervisors, then disturbed to see that the American Society for Healthcare Human Resources Administration had provided the speaker, Dick Finnegan, with an opportunity to do so. Reading the report, I then found a reference to "lousy hiring managers". Apparently Mr. Finnegan, CEO of C-Suite Analytics, has divined the path to certitude about the limitations of others and ways to describe these others with dismissive language. I would hope the human resource professionals present would have noted that Mr. Finnegan's approach contradicted one of their own operational principles, to deal with problematic behavior and practices rather than attack and demean persons. In a era in health care where emphasis is continually placed on partnerships, collaboration and alignment, his comments support the opposite and do so with derogatory terms. He does not note that many HR professionals are evaluated on their retention numbers and hence have a less than unbiased motive. In my work with nurse managers as a conflict engagement consultant, one of the most troublesome and frequently described conflicts they face is HR's blocking of their efforts to fire nurses they feel are not meeting standards of care. This side of the issue is never identified. Mr. Finnegan posits that HR professionals should manage nurse supervisors,at least covertly, by creating C-suite coalitions. The Chief Nursing Officer is part of the C-suite, and actually the one who manages nurse supervisors. He seems to suggest that the CNO be circumvented, with HR setting retention goals. He recommends an implicit threat: "name names" which encourages the blame/shame culture healthcare is working so hard to reverse. He also suggests that in hiring new nurse graduates one should "smack their senses". There is a sizable body of research demonstrating that the best approach to new nurse retention is well-implemented nurse intern and resident programs and competent and committed preceptors to work with the new grads. One wonders what the basis for "smacking their sense" was. Would this be recommended as an ideal message to any new employee anywhere? In spite of Mr. Finnegan's remarkably unprofessional choice of words, and the tenor of his remarks, the most amazing of his recommendations is to "develop manager relationships that foster trust"! I have to assume Mr. Finnegan apparent low opinion of nurses extends to his assumptions about our intuition and intelligence. I encourage any health professionals who have read this article to memorize the speaker's name and company and add it to your "do not hire" list.