Nurse leaders know reducing span of control for nurse managers is crucial in addressing burnout and high turnover rates, but how?
Amid high burnout and turnover rates, nurse leaders should take a closer look at a key piece of the workforce puzzle: nurse managers.
Nurse managers need time and support from leadership to complete their tasks. According to a report published by the American Organization for Nursing Leadership and Laudio, this could be accomplished by lowering span of control.
But how can nurse leaders do it? Here are six key strategies:
1. Understand the Importance of Span of Control
Span of control refers to the number of employees a nurse manager supervises. High spans can overwhelm managers, leading to burnout and increased turnover. The median span is 46, but many managers handle over 78 staff members.
Reducing this load allows managers more time for leadership development, improving team morale, and enhancing patient care.
2. Assess and Adjust Workload
Start by evaluating the current workload of your nurse managers. Consider metrics like headcount per manager, the number of ongoing projects, and administrative tasks. Identify tasks that can be offloaded or automated.
For instance, Rudy Jackson, senior vice president and CNE at UW Health and a HealthLeaders Exchange member, says UW Health's approach involved studying time allocation to understand where managers spend their time and how to reduce unnecessary burdens.
3. Leverage Technology and Support Roles
Use technology to ease administrative burdens, such as scheduling and paperwork. Additionally, consider how existing roles like charge nurses or assistant nurse managers can be optimized to support nurse managers. At UW Health, they are exploring the use of care team leaders to reduce the load on nurse managers.
4. Customize Solutions to Your Organization
Each health system is unique. Tailor your approach to your organization's size and resources. For some, splitting departments or reallocating administrative tasks may be feasible.
For others, it may involve enhancing existing roles rather than creating new ones. Innovative solutions, like giving managers time off or using technology, should be balanced with cost considerations.
5. Engage Nurse Managers in the Process
Create forums, like nurse manager councils, to give managers a voice in developing and testing new solutions.
Their insights can lead to practical, effective changes that genuinely reduce their span of control and improve job satisfaction.
6. Monitor and Adjust
Implement time studies and other assessments to continually monitor the impact of reduced span of control.
This data-driven approach will help in refining strategies and ensuring that the changes lead to positive outcomes like reduced turnover and improved patient care.
By focusing on these steps, nurse leaders can create a more manageable and supportive environment for nurse managers, ultimately leading to better outcomes for staff and patients alike.
This article is part of HealthLeaders’ How Do I? series. Read the entire article by CNO editor G Hatfield here.
The HealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights. Please join the community at our LinkedIn page.
To inquire about attending a HealthLeaders CNO Exchange event and becoming a member, email us at exchange@healthleadersmedia.com.
Amanda Norris is the Director of Content for HealthLeaders.
KEY TAKEAWAYS
Reducing the span of control for nurse managers is essential for lowering burnout and turnover rates, allowing managers to focus on leadership development and improving patient care.
Tailoring strategies, such as leveraging technology and optimizing support roles, helps nurse leaders effectively manage workloads and enhance job satisfaction for nurse managers.