Healthcare 411: Podcast IT in Pediatric Emergency Departments

Healthcare 411: Podcast

Today's Top 10 Jobs in Healthcare - AOL Find a Job

Today's Top 10 Jobs in Healthcare - AOL Find a Job

Today's Top 10 Jobs in Healthcare

By MARY LORENZ, CAREERBUILDER.COM WRITER

Posted: 2007-09-24 13:35:08

Love the idea of working in healthcare, but can't stand either the sight of blood or several more years of school? The good news is jobs in the healthcare industry are wide-ranging and cater to a variety of professional levels and skill sets. Better yet, these jobs are also growing at a rapid pace.

Wherever your particular interests lie, from analysis to administration, chances are there's a healthcare job for you.

1. Physician Assistants
What they do: Provide diagnostic, therapeutic and preventive healthcare services as delegated by a physician.
What they need: Accredited educational programs usually last two years and are full-time. Once they complete one of these programs, physician assistants will need to take a national exam to obtain a license.
What they earn: $63,675/year* With benefits and bonuses: $75,861

2. Medical Records Technicians
What they do: Maintain and evaluate the accuracy of patients' medical records, including exam results, X-ray reports, lab tests and past diagnoses.
What they need: Most often, an associate's degree from a community or junior college, with coursework in science and medicine.
What they earn: $31,837/year With benefits and bonuses: $36,575

3. Social Workers
What they do: Help people and families who face life-threatening diseases, domestic troubles or social problems function the best way they can in their environments, deal with relationships and solve personal and family problems.
What they need: Although a bachelor's degree in social work is sufficient for entry into the field, a master's degree in social work is becoming the standard and is typically required for positions in health settings and clinical work.
What they earn: $52,119/year With benefits and bonuses: $59,554

4. Clinical Laboratory Technicians
What they do: Perform tests that result in the detection, diagnosis and treatment of disease. They analyze the results and relay them to physicians.
What they need: The usual requirement for an entry-level position is a bachelor's degree in medical technology or one of the life sciences; however, a combination of education, on-the-job experience and specialized training may suffice.
What they earn: $27,861/year With benefits and bonuses: $32,070

5. Mental Health Counselor
What they do: Work with individuals, families and groups to address and treat mental and emotional disorders and promote optimum mental health, using a variety of therapeutic techniques.
What they need: A master's degree is typically required to be licensed as a counselor, which may entail 48 to 60 hours of graduate study.
What they earn: $40,338/year With benefits and bonuses: $46,206

6. Medical Scientists
What they do: Research human diseases to provide the information necessary to develop solutions to human health problems, such as vaccines and medicines. They may also perform clinical investigations, technical writing, drug application reviews and patent examinations.
What they need: A doctorate in a biological science is the minimum education required for most prospective medical scientists. Medical scientists who perform invasive procedures on patients must obtain licensure by graduating from an accredited medical school, passing a licensing exam and completing up to seven years of graduate education.
What they earn: $88,281/year With benefits and bonuses: $103,638

7. PharmacistsWhat they do: Distribute drugs prescribed by health practitioners, inform patients about medications and their use and advise health practitioners on the selection, dosages, interactions and side effects of medications. What they need: A degree from an accredited college of pharmacy and successful completion of the state-required licensing exam. What they earn: $81,439/year With benefits and bonuses: $102,792

8. Physical Therapists
What they do: Provide services that help restore function, improve mobility, relieve pain and prevent or limit permanent physical disabilities of patients suffering from injuries and physical ailments.
What they need: A master's or doctoral degree from an accredited physical therapist educational program, as well as a state-required license.
What they earn: $53,410/year With benefits and bonuses: $67,229

9. Medical transcriptionists
What they do: Transcribe dictated recordings made by healthcare professionals into medical reports, correspondence and other administrative material that eventually become part of patients' permanent files.
What they need: Postsecondary training in medical transcription from a vocational school, community college or distance-learning programs is often preferred by employers. Certificate programs often last a year and associate's degrees last two.
What they earn: $27,602/year With benefits and bonuses: $31,776

10. Medical and Health Service Managers
What they do: Plan, direct, coordinate and supervise the delivery of healthcare.
What they need: A master's degree in health sciences or administration (health services, long-term care, public or business) is the standard; however, a bachelor's degree is adequate for some entry-level positions.
What they earn: $55,380/year With benefits and bonuses: $68,860

*Salary information from CBsalary.com

Copyright 2007 CareerBuilder.com.

Acquired Immunodeficiency Virus (AIDS) and Human Immunodeficiency Virus (HIV)

Acquired Immunodeficiency Virus (AIDS) and Human Immunodeficiency Virus (HIV)

Vaccines: Spec-Grps/Healthcare Workers

Vaccines: Spec-Grps/Healthcare Workers

Podcast Directory

There's a Job with your name on it at http://topnursejobs.jobthread.com

Miscellaneous - RightHealth Communities

Miscellaneous - RightHealth Communities

Other FAQs

Other FAQs

Registered nurses

Registered nurses 

Link to Registered nurses

The Nursing Entrance Test Study Guide | Nursing Study Guide | Nursing Test

 

Link to The Nursing Entrance Test Study Guide | Nursing Study Guide | Nursing Test

Immediate Healthcare Jobs Available Now!

There's a Job with your name on it at http://topnursejobs.jobthread.com

The Seven Wonders of Florida: The Skyway Bridge

 

Link to The Seven Wonders of Florida: The Skyway Bridge

We can help you either way cross the border

There's a Job with your name on it at http://topnursejobs.jobthread.com

There's a Job with your name on it at http://topnursejobs.jobthread.com

(Physician Assistant Family Medicine)

(Physician Assistant Family Medicine)

Critical Care News - Medscape

Critical Care News - Medscape

Critical Care Resource Centers - Medscape

Critical Care Resource Centers - Medscape

Welcome to the CliniciansCME

 

Link to Welcome to the CliniciansCME

Heathcare & IT Staffing

Heathcare & IT Staffing

EMERGENCY DEPARTMENT AIDE (per diem) Job at California Regional Medical Center

EMERGENCY DEPARTMENT AIDE (per diem) Job at California Regional Medical Center

CV.TV - Online Video Resumes

CV.TV - Online Video Resumes: "Print Close
National Occupational Classification
NOC Code =
Go to Key Word Search

Major group
Minor group
Unit group
This unit group includes registered nurses, registered psychiatric nurses and graduates of a nursing program who are awaiting registration (graduate nurses). They provide direct nursing care to patients, deliver health education programs and provide consultative services regarding issues relevant to the practice of nursing. They are employed in a variety of settings including hospitals, nursing homes, extended-care facilities, rehabilitation centres, doctors' offices, clinics, companies and private homes or they may be self-employed.
Job titles
# Cardiology nurse technician
# Clinic nurse
# Clinical nurse specialist
# Community health nurse
# Consultant - nursing
# Co-ordinator, infection control - hospital
# Critical care nurse
# Doctor's office nurse
# First aid nurse
# General duty nurse
# Graduate nurse
# Hospital hygienist - nursing
# Hospital nurse
# Hygienist, hospital nursing
# ICU nurse
# Industrial nurse
# Industrial registered nurse
# Infection control co-ordinator - hospital
# Infection control nurse
# Infection control officer - hospital
# Infection surveillance nurse
# Intensive care nurse
# Missionary nurse
# Nurse
# Nurse (non-supervisory) - military
"

Strategic Alliance Healthcare Job Bulletin

http://topnursejobs.jobthread.com/post

PulseHR: US States that waive NCLEX examination requirement for Canadian Nurses

PulseHR: US States that waive NCLEX examination requirement for Canadian Nurses

News

 

Link to News

News

 

Link to News

CEO Perspective on Recruitment

CEO Perspective on Recruitment

CEO Perspective on Recruitment

Recruitment for Healthcare and Beyond

Social Networking is the Future of Recruitment
Social Networking is the Internet's latest darling. And throughout the last year it has been moving quickly into the professional arena of recruiting and staffing. The loudest of these entrants is LinkedIn and Jobster. Jobster was first and loudest but LinkedIn and others are making noise and you can bet there will be many more coming soon, including existing recruitment software and services powerhouses adding this functionality to their offerings.Read More http://hrmarketer.blogspot.com/2006/07/social-networking-meets-recruitment.html

Published on: 22:20:43 / 2006-12-20
Competition In Recruitment
Hospitals are engaged in fierce competition for top talent, and they are using all available resources to keep their institutions staffed. We have developed a report to help you. A variety of approaches have been tried, but the most successful institutions have focused on HR best practices rather than adhering to traditional hospital hiring processes. This research report, sponsored by Jobscience, will address the following issues for hospital administrators and HR professionals: Top recruiting concerns Development and utilization of best practices and HR technology in the industry Establishment of a competitive advantage in the hospital industry This report includes key findings and recommendations as well as healthcare marketplace trends and best practices for successfully managing talent in the highly competitive healthcare field for 2006 and beyond. If you haven't downloaded our white paper click here and get it Free. http://www.jobscience.net/js_hirewire_form_warfortalent.htm

Published on: 22:17:53 / 2006-12-20
This is Spooky
Study Confirms Importance of Screening Staff in Healthcare Hospitals and nursing homes aren't doing enough to protect patients from serial killers on staff, according to a new report that calls for major changes in the way medical centers operate. In the first tally of its kind, researchers have linked more than 2,100 suspicious deaths worldwide to 54 doctors and nurses convicted of serial murder or lesser charges since 1970, according to an article on the Journal of Forensic Sciences Web site. "The problem is bigger than anyone would like to think," said Kenneth Kizer, a co-author of the report and former head of the Veterans Health Administration. Read More at http://www.c-n.com/apps/pbcs.dll/article?AID=/20061213/NEWS/612130305

Published on: 22:18:55 / 2006-12-20
How are we creating a community?
Healthmeet is trying to bring jobseekers and recruiters together, but maybe the big opportunity is to link professionals in similiar professional categories together. I am a critical care nurse maybe I want to talk to other critical care nurses about their work environment. The potential for this forum is unlimited.

Published on: 18:14:11 / 2006-12-27
This is a great article for managing Vendors I found on ERE
How to Fall in Love With Your Vendors Make your vendor relationships the best part of your job 2/6/2007 | by Dr. Michael Kannisto about the author Dr. Michael Kannisto Global Staffing Director Bausch & Lomb email | bio Several years (and several companies) ago, I was on a team responsible for launching a new careers website. I was working for a large, well-known multinational company, and in keeping with our stature, we worked with a very prestigious advertising agency. Things had been going pretty well, when for some reason we stopped hearing from our account director. We were on an aggressive timeline, and needed the branded graphics we had been promised in order to meet our website launch deadline. Read the Full Artile Go to http://www.ere.net/articles/db/17162CBAF6914F69A680FCC62AB6D5AE.asp

Published on: 18:04:10 / 2007-02-06
Nursing Gets Large Grant
The San Diego State School of Nursing is one of 16 California colleges that received grants on Thursday as part of an effort to address the statewide medical professional shortage. SDSU was awarded with nearly $125,000, which is the highest amount possible for special projects funding. The money will go toward developing more efficient courses and creating innovative nurse educator programs on campus, said School of Nursing Director Catherine Todero, Ph.D.

Published on: 01:13:01 / 2007-02-27

MY PROFILE
Member Name
tedelliott
Role:
Recruiter

MY LINKS
www.jobscience.com
Job Openings
Jobscience Corporate

ER Jobs for FLA Health System - email resume to topnursejobs@gmail.com

751101 Emergency Department Technician/SW/7:00p-7:30a/rotating wkends/holidays/(04) Emergency Services - SW Ft.Myers, Florida Full Time Rotating weekend/holidays
751102 Emergency Room Patient Registration Counselor/Nights/CCH (003) Registration Services - CCH - 924.25 Ft.Myers, Florida Full Time Every other weekend, 11p-7:30a
751103 Emergency Room Patient Registration Counselor/HPMC/3:00pm-11:30pm/workdays vary/(03) Registration Services - HP - 924.20 Ft.Myers, Florida Full Time Varies. Includes Weekends and Holidays.
751104 Emergency Room Patient Registration Counselor/HPMC/3:00pm-11:30pm/work days vary/(03) Registration Services - HP - 924.20 Ft.Myers, Florida Part Time Varies. Includes weekends and holidays.
751105 Emergency Room Patient Registration Counselor/HPMC/10:30pm-7:00am/work days vary/(03) Registration Services - HP - 924.20 Ft.Myers, Florida Part Time Varies. Includes weekends and holidays.
751106 Emergency Room Patient Registration Counselor/HPMC/10:30pm-7:00am/work days vary/(03) Registration Services - HP - 924.20 Ft.Myers, Florida Full Time Varies. Includes Weekends and Holidays.
751107 Emergency Room Patient Registration Counselor/PT/CCH/7:00a-3:30p/40 hrs/per pay rotating wkends Registration Services - CCH - 924.25 Ft.Myers, Florida Part Time 40 hrs per pay rotating weekends
751108 Emergency Room Patient Registration Counselor/PRN/CCH (003) Registration Services - CCH - 924.25 Ft.Myers, Florida Per Diem As Needed
751109 Emergency Room Patient Registration Counselor/Evenings/PT/HP (003) Registration Services - HP - 924.20 Ft.Myers, Florida Part Time Varies, 3:00p-11:30p
751110 Emergency Room Patient Registration Counselor/LMH/Part Time/9:00a-5:30p/wk days vary, alt. wkends Registration Services - LMH - 924.10 Ft.Myers, Florida Part Time Varies / Alternate weekends
751111 Emergency Room Patient Registration Counselor/HPMC/6:30am-3:00pm/work days vary/(03) Registration Services - HP - 924.20 Ft.Myers, Florida Part Time Varies. Includes weekends and holidays.
751112 Emergency Room Patient Registration Counselor/HPMC/6:30am-3:00pm/work days vary/(03) Registration Services - HP - 924.20 Ft.Myers, Florida Full Time Varies. Includes Weekends and Holidays.
751113 Emergency Room Patient Registration Counselor/PT/Nights/CCH (003) Registration Services - CCH - 924.25 Ft.Myers, Florida Part Time every other weekend, TU and every other TH, 11p-7:30a
751114 Emergency Room Patient Registration Counselor/PT/LMH/Nights (003) Registration Services - LMH - 924.10 Ft.Myers, Florida Part Time Varies / 10p-6:30a
751115 Emergency Room Patient Registration Counselor/PT/Evenings/CCH (003) Registration Services - CCH - 924.25 Ft.Myers, Florida Part Time every other weekend working TU and ev. other TH, 2:30p-11p
751116 Emergency Room Patient Registration Counselor/PT/Nigths/CCH (003) Registration Services - CCH - 924.25 Ft.Myers, Florida Part Time Varies, 10:30p-7a
751117 Emergency Room Patient Registration Counselor/PT/LMH/Nights (003) Registration Services - LMH - 924.10 Ft.Myers, Florida Part Time Varies,10p-6:30a
751118 Emergency Room Patient Registration Counselor/PT/LMH/Evenings (003) Registration Services - LMH - 924.10 Ft.Myers, Florida Part Time Varies, 3p-11:30p
751119 Emergency Room Patient Registration Counselor/PT/LMH (003) Registration Services - LMH - 924.10 Ft.Myers, Florida Part Time Varies, 10a-6p
751120 Emergency Room Patient Registration Counselor/PT/Evenings/CCH (003) Registration Services - CCH - 924.25 Ft.Myers, Florida Part Time every other weekend, 5p-9p
751121 Emergency Room Patient Registration Counselor/HP (003) Registration Services - HP - 924.20 Ft.Myers, Florida Full Time Vary, 6:30a-3:00p
751122 Emergency Department Unit Coordinator/CCH/7:00pm-7:00am/varies/(03) Emergency Department - CCH Ft.Myers, Florida Full Time Varies
751123 Emergency Department Technician/HPMC/11:00am-11:00pm/(04) Emergency Department - HP Ft.Myers, Florida Full Time variable
751124 Emergency Department Technician/HPMC/11:00am-11:00pm/(04) Emergency Department - HP Ft.Myers, Florida Full Time variable

Resource Centers - Medscape

 

Link to Resource Centers - Medscape

Resource Centers - Medscape

 

Link to Resource Centers - Medscape

Nurse-Friendly Hospital Criteria

 

Link to Nurse-Friendly Hospital Criteria

Foreign Nurses Sought To Fill Void - CBS News

 

Link to Foreign Nurses Sought To Fill Void - CBS News

Nurse Immigration USA - Foreign Nurse Recruitment

 

Link to Nurse Immigration USA - Foreign Nurse Recruitment

Nursing jobs. Travel nurse.

 

Link to Nursing jobs. Travel nurse.

Nursing jobs. Travel nurse.

 

Link to Nursing jobs. Travel nurse.

CareerJournal | Health -- Salary Data and Hiring Trends

 

Link to CareerJournal | Health -- Salary Data and Hiring Trends

MSN Careers - No Cost Relocation Candidates - CareerBuilder.com

MSN Careers - No Cost Relocation Candidates - CareerBuilder.com

No Cost Relocation Candidates The concept of offering a relocation package is inconceivable to many hiring managers. However, the best candidate for your open position probably lives more than 100 miles away, outside of your local area. Did you know that many people will fund their own relocation, or will accept a job offer containing a small relocation bonus? Many hiring managers and recruiters think is not feasible to expect a candidate to pay for their own relocation. Some believe that it is too cumbersome to interview remote candidates. Other people simply insist on hiring locally. Do not be fooled into thinking that relocation is unpractical or expensive. It is very likely that some of your best candidates are outside of your local boundaries. On a recent late-night trip from Atlanta to Chicago, I experienced one of the most pleasing introductions in recent memory. Upon talking with a fellow passenger for a few minutes, our conversation revealed that I am employed by CareerBuilder.com. The gentleman extended his hand and said, "Thank you for the work you do. I have an interview tomorrow morning in Chicago for a job I found on your website." I asked a few questions about the job opportunity and made a key discovery - he was willing to pay his own relocation. - Michael DeHaven, CareerBuilder.com Financial Limits and Cost Savings Any time you are hiring you need to set a salary/expense range. Include the potential for relocation expenses in your salary range calculations. Once you have established your first year salary range, you can approach compensation from various angles: Salary with No Relocation Allowance This seems to be most common because it is simple and easy. However, most "no relocation" messages push away strong, remote candidates. Remember that many job seekers (like the one noted above) are willing to pay their own relocation for the right job and salary. However, consider some of the below alternatives as they may be more desirable to both the new hire and employer. Salary plus Small Relocation Allowance Reducing the offered salary by a few thousand dollars, and offering a small relocation expense account often works well. Using this approach can decrease the employee's taxable income, which is typically desirable from the employee's perspective; and decreases the starting salary, which may be good for the employer as well. Salary plus Delayed Relocation Bonus If a candidate performs extremely well in the first six months, you will probably not care about a few thousand dollars of relocation expense. Consider offering a delayed relocation bonus. If a candidate performs extremely well in the first six months, you will probably not care about a few thousand dollars of relocation expense. Consider offering a delayed relocation bonus. For example, if a candidate meets clearly defined goals in the first 6 months, he/she is eligible for a bonus that will help cover the cost of relocation. This approach provides a strong motivational tool, which encourages quick growth and learning, and reduces the risk of your new hire prematurely hunting for another job. Salary plus Full Relocation The traditional way of fully funding relocation may be necessary if you are trying to steal a happily employed person away from another company. This type of package will often cover travel expenses, movers, and sometimes will even include a provision for a house buy-out if the new employee has trouble selling their old house. Be Candid and Give Options Every person has a different situation, and looks at their finances from a different angle. If you are not prepared to offer Full Relocation, it is best to have open discussions about relocation expenses with your potential candidates. When making a job offer, choose two of the above options that will have about the same cost, and let your candidate decide which is better. Limited Radius Resume Database Searches Using a 100-mile, limited resume search is most likely not good for your business. It is surprising, but many people are willing to accept a daily commute distance of 150 miles or more for a great job. The increased availability of books on tape, satellite radio, and lower-cost of cell phone usage make longer commutes a more desirable option than ever before. If your perfect candidate lives 110 miles away from your office, you will not find them with a 100-mile limited radius search. It is not bad to start your search with smaller radius, but always search nationally to make sure that all your options are "on the table." Limited Relocation vs. No Relocation When posting your job opening and communicating with potential candidates, it is best to not rule out relocation entirely. Use phases like "limited relocation is negotiable" to keep your options open. When posting your job opening and communicating with potential candidates, it is best to not rule out relocation entirely. Use phases like "limited relocation is negotiable" to keep your options open. This will increase the number of applicants, and keep the lines of communication open so you can evaluate the candidate's need for relocation assistance, and gives you the flexibility work with the numbers when you finally decide to make an offer. Remote Interviewing Although it is always good to have a face-to-face interview before making an offer, it is possible to go through the interview process by phone. The writer of this article has a better record of making the hiring decision remotely, over the phone, than in person. In-person interviews increase the potential for factors like appearance, mannerisms, and body language to impact the hiring decision. Remember, the best candidate for your open position is probably a relocation candidate. It is also very possible that he/she is willing to pay for relocation if you make a good salary offer. Keep your options open and be willing to give your candidate options when you make an offer. These techniques will yield better new hires.

Top Job Trends for 2007

 

Link to Top Job Trends for 2007

 

 

Sign In

US Jobs | Other Countries

Home   |   Post a Resume   |   My CareerBuilder   |   Recommended For You NEW!   |   Career Advice
Post a Job  >>

Find a Job

Keywords:
e.g. Registered Nurse
Job Category: - Select a Category - Accounting Admin & Clerical Automotive Banking Biotech Business Development Business Opportunity Construction Consultant Customer Service Design Distribution - Shipping Education Engineering Entry Level Executive Facilities Finance Franchise General Business General Labor Government Grocery Health Care Hospitality - Hotel Human Resources Information Technology Installation - Maint - Repair Insurance Inventory Legal Legal Admin Management Manufacturing Marketing Media - Journalism - Newspaper Nonprofit - Social Services Nurse Other Pharmaceutical Professional Services Purchasing - Procurement QA - Quality Control Real Estate Research Restaurant - Food Service Retail Sales Science Skilled Labor - Trades Strategy - Planning Supply Chain Telecommunications Training Transportation Warehouse

Location:
e.g. Toronto or Montreal

[ Advanced Search ]

Helpful Links:

• View Top Canadian Employers
• US Jobs
• Worldwide Jobs

Printer Friendly Version

Top Job Trends for 2007

Remy Piazza, Managing Director of CareerBuilder.ca
The new year will bring strong hiring and more incentives for Canadian workers, according to a new survey by online job site CareerBuilder.ca.
After recovering from slow hiring in the summer months, Canada posted its 14th year of consecutive job gains in 2006, adding more than 308,000 jobs, according to Statistics Canada estimates. Meanwhile, the national unemployment rate dipped to 6.3 percent -- the lowest level in nearly 30 years.
Taking advantage of a stable economy, 42 percent of hiring managers expect to increase their number of full-time, permanent employees in 2007, while just 4 percent plan to cut their staffs, the CareerBuilder.ca survey found.
Although 44 percent of employers expect to add 10 or fewer employees in 2007, other companies have much larger recruitment plans. More than one-in-five hiring managers expect to add more than 50 workers, and more than one-in-ten plan to hire more than 100 employees.
The next three months will be especially strong for hiring. Forty-two percent of hiring managers expect to add new employees in the first quarter, while just 5 percent anticipate staff cuts.
But this favourable climate for job seekers could be troublesome for employers already coping with a shrinking labour pool as the Baby Boomer generation retires. Currently, 45 percent of employers say they have job openings for which they can't find qualified workers, and 16 percent report it typically takes them two months or longer to fill their open positions.
Seven Major Hiring Trends for 2007
As employers struggle to stay competitive, Canadian workers will see higher salaries, more flexible work schedules and better career advancement opportunities in 2007.
1. Bigger Paychecks -- Eighty-three percent of hiring managers plan to increase compensation for existing employees in 2007. Fifty-five percent will increase salaries by 3 percent or more, and one-in-five will boost pay by 5 percent or more.
2. Diversity Recruitment -- Recognizing the impact of workplace diversity on the bottom line, more hiring managers plan to aggressively recruit women and disabled workers in the coming year.
3. Rehiring Retirees -- Nearly one-in-four employers said they will hire retirees from other companies or provide incentives to entice workers approaching retirement age to prolong their careers at their organizations.
4. Flexible Work Arrangements -- Twenty-seven percent of hiring managers said they are very or extremely willing to provide flexible work arrangements for employees such as job sharing or alternate schedules in 2007. Sixteen percent are likely to allow workers to telecommute.
5. Career Advancement -- Thirty-seven percent of employers will be providing more promotions and career advancement opportunities for existing staff this year.
6. Training -- Nearly nine out of 10 employers are willing to recruit workers who lack experience in their industry but have transferable skills. Seventy-eight percent said they were willing to provide the necessary training and certifications to such candidates.
7. Expanding Overseas -- Eight percent of Canadian employers expect to expand operations and hire employees overseas in 2007.
Employees' Job Satisfaction
Programs aimed at preventing turnover have contributed to strong overall job satisfaction. Sixty-three percent of workers report they are satisfied with their jobs, and 19 percent describe themselves as dissatisfied.
Still, a favourable job market is enticing candidates to search for more lucrative opportunities in 2007. Thirty-three percent of workers plan to leave their current positions within one year, and 48 percent expect to seek a new position within two years.
When asked about typical job factors that influence continued job satisfaction and retention, respondents conveyed the following:

Pay -- Thirty-two percent of workers reported dissatisfaction with their pay, and 37 percent did not receive a raise in 2006. Of the workers who did see an increase, 30 percent received a bump of 2 percent or lower. In addition, two-thirds of workers did not receive a bonus last year.

Career Advancement -- Thirty-four percent of workers reported dissatisfaction with the career advancement opportunities provided by their employers. Eighty-five percent of respondents did not receive a promotion in 2006, and 25 percent believed they had been overlooked for one.

Work/Life Balance -- Twenty-six percent of workers reported dissatisfaction with their work/life balance. Forty-two percent said their workloads were heavier than they were six months ago.

Training/Learning -- Twenty-nine percent of workers are dissatisfied with the training and on-the-job learning opportunities provided by their current employers.
When considering new positions, workers said the most important attributes in a potential employer include:

Good work culture (24 percent)

Good career advancement opportunities (24 percent)

Company's stability and longevity in the market (19 percent)

Ability to offer flexible schedules (10 percent)

  CareerBuilder Canada - For Sales Inquiries, Call 877 456 4130 Customer Support:  Ask CareerBuilder  |  Help

Terms & Conditions | Privacy | About Us | Partner With Us | Site Map

CareerBuilder US |  CareerBuilder UK |  CareerBuilder India |  Jobbguiden.se (Sweden) |  Jobbingmall.nl (Netherlands)

Bargain Hunting for Condos - Yahoo! Real Estate

Bargain Hunting for Condos - Yahoo! Real Estate

Nurses for a Healthier Tomorrow

 

Link to Nurses for a Healthier Tomorrow

NPR : U.S. Faces Critical Shortage of Nurses

 

Link to NPR : U.S. Faces Critical Shortage of Nurses

For your better half

Blogged with Flock

Untitled

Blogged with Flock

uk to usa nurse express all aboard!!!!!

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Canada

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Untitled

Blogged with Flock

Nurses Needed

Blogged with Flock

Untitled

Blogged with Flock

Help Wanted In Healthcare

Blogged with Flock

Free Canada Job Search: Speed Up Your Canadian Immigration with a Job Offer

 

Link to Free Canada Job Search: Speed Up Your Canadian Immigration with a Job Offer

Untitled

Blogged with Flock

Get in the Spirit when recruiting ©2007 Cejka Search, Inc

Home | About Cejka Search | Resources | Compensation Data | Surveys | Contact Us

Physician Jobs (click here) ------------------------------------------- Allergy & Immunology Anesthesiology Cardiology Cardiology - Interventional Cardiology - Invasive Cardiology - Non-Invasive Cardiothoracic Surgery Child Psychiatry Dermatology Electrophysiology Emergency Medicine Endocrinology Family Practice Gastroenterology Gynecology (no deliveries) Hematology Only Hematology/Oncology Hospitalist Infectious Disease Intensivist (Critical Care) Internal Medicine Internal Medicine - Pediatrics Maternal-Fetal Medicine Neonatology Nephrology Neurology Neurosurgery Obstetrics/Gynecology Oncology Oncology - Medical Ophthalmology Orthopedic Surgery Otolaryngology Pathology Pediatric ANES Pediatric CARD Pediatric CTS Pediatric DERM Pediatric ENDO Pediatric GI Pediatric HONC Pediatric ICU Pediatric ID Pediatric NEPH Pediatric NEUR Pediatric NS Pediatric ORS Pediatric OTO Pediatric PMR Pediatric PS Pediatric PULM Pediatric RAD Pediatric SURG Pediatric UROL Pediatrics Physical Medicine & Rehab Plastic Surgery Psychiatry Pulmonary Medicine Pulmonary / Critical Care Radiation Oncology Radiology Rheumatology Surgery Surgery - Bariatric Surgery - Oncology Thoracic Surgery Trauma Surgery Urology Vascular Surgery       Other Medical Jobs (click here) ---------------------------------------- Certified Nurse Anesthetist Certified Nurse Midwife Clinical Nurse Specialist Clinical Physician Dental Executive Licensed Practical Nurse Medical Assistant Medical Technician Medical Technologist Nurse Director Nurse Manager Nurse Practitioner Occupational Therapist Occupational Therapy Asst. Optometry Pharmacist Physical Therapist Physical Therapy Asst. Physician Assistant Podiatry Psychology Radiation Therapist Radiological Technologist Registered Nurse Respitory Therapist Speech Lang. Pathologist Surgical Technicians Technical Positions Utilization Management Nurse   Executive Jobs (click here) ----------------------------------- Healthcare Executive Nurse Executive Physician Exec & Medical Director

Compensation Data Executive Job Opportunities Executive Search Healthcare Executive Library Healthcare Tradeshows In The News Legal Counsel Speakers' Bureau Home GET IN THE 'SPRIRIT' WHEN RECRUITING A NEW EMPLOYEE One of Shakespeare’s most memorable characters, Sir John Falstaff, found himself recruiting for the King’s army in the play Henry IV. Arguing the merits exhibited by the various candidates prompted an argument between a Mr. Shallow and Falstaff, in which the latter said: "Will you tell me, Master Shallow, how to choose a man? Care I for the limbs, the hews, the stature, bulk, and a big assemblance of a man? Give me the spirit Mr. Shallow." Like Falstaff, today’s employer should consider the spirit when recruiting a new employee, but how is that accomplished? Finding key employees is a process that requires thorough preparation on your part. Too often, executives blandly abandon all preparations for interviewing candidates to the recruiters (internal and external) and restrict their involvement to reviewing the resume and blessing the selection. Then they wonder what went wrong when the employee doesn’t fit in. A few guidelines will help you recruit the employee who’s right for your organization. First, assume that any worthwhile candidate has good reason for not wanting the job. Your recruiter probably found an executive who is enjoying success in his or her current job. His reason for accepting the interview is to determine whether your offer provides a better career path, a promotion or a better lifestyle. If you accept the fact that the candidate is shopping, you’ll be better prepared to "sell" the available position. Second, discuss the candidate’s needs. A good recruiter already gave you the facts, but remember you’re looking for the spirit. What are the candidate’s professional and personal goals? Family needs? What opportunities can you provide that his current situation does not? Carefully prepare a set of open-ended questions and ask them in a comfortable atmosphere conducive to a frank conversation. Third, substantiate the candidate’s qualifications. Your recruiter provided raw data. Discuss the specifics of your candidate’s background, particularly as they relate to your needs. Do you need a team player or an entrepreneur? Do you want someone who will stay for 20 years or for five? Are community involvement and civic contributions important? What does the candidate’s background tell you about his or her ability to fit in with your organization? Fourth, be certain that the other members of your organization who will interview the candidate have the same goals that you do. A candidate once called us only hours after he and his wife had arrived for an interview. Our client had arranged for a current employee, and the employee’s wife, to pick up the candidate couple at the airport and for the two couples to go to dinner. The goal was a get-acquainted evening for potential colleagues. On the way to the restaurant, the employee’s wife, with tears in her eyes, turned to the candidate and said, "Do you realize if they fill this position with you or anyone else my husband’s career will be ruined?" Carefully consider the personalities involved in the interviewing process. Fifth, recognize that the spouse generally is a full partner in the decision to change careers and domiciles. Our experience shows that, despite the bravado of "she goes where I go," one of the most frequent reasons for refusing a position, or for leaving one, is that the spouse is dissatisfied because his or her needs are being ignored. We recently scheduled an interview for a candidate who was being wooed by our client in St. Louis and by an organization in Kansas City. We discussed the details of the interview itinerary with the candidate’s wife, and had arranged a separate schedule that provided an opportunity for her to gather preliminary information about her career opportunities, residential areas and schools. Additionally, a small luncheon with several other spouses had been arranged. The candidate’s wife was very pleased. Predictably, the offer was quickly accepted. Resumes will describe "hews," "stature," and "bulk." It takes work to see the "spirit."

RESOURCES COMPENSATION DATA SURVEYS JOIN US

case studies career development healthcare executive library in the news legal counsel relocation information healthcare speakers' bureau healthcare tradeshows executive physician executive physician mid-level physician executive compensation survey physician retention survey hospital ceo leadership survey about cejka search available positions our business partners directory

©2007 Cejka Search, Inc.| Site Map | Terms & Conditions | Privacy Policy

Blogged with Flock

"Canadian health care — reporting, oversimplified" from Capital PR

"Canadian health care — reporting, oversimplified" from Capital PR

Technology-Escapades » Behind Every Nurse … is a Nurse Educator

 

Link to Technology-Escapades » Behind Every Nurse … is a Nurse Educator

Registered nurses

 

Link to Registered nurses

workopolis.com - Job Search, Job Listings Canada -- 50,000+ Jobs

workopolis.com - Job Search, Job Listings Canada -- 50,000+ Jobs

Recruiting the Right Individual

Interviewing: Tips for recruiting the right healthcare Professional

Blogged with Flock

Staff Retention: What Every Nursing Manager and Executive Should Know

Staff Retention: What Every Nursing Manager and Executive Should Know

Blogged with Flock

Diagnostic Tool to Evaluate the Effectiveness of Your Recruitment Plan

A Diagnostic Tool to Evaluate the Effectiveness of Your Recruitment Plan

Blogged with Flock

Stepping Outside of `Yesterday Thinking’: Preparing Nurse Managersfor a New World OrderBy Franklin A. Shaffer, EdD, RN, FAAN *

KNOWLEDGE NURSING LEADERSHIP INTERVIEW & HIRING TIPS WORKFORCE MANAGEMENT STRATEGIES WORKFORCE TRENDS & DYNAMICS RESOURCES Knowledge ArticleStepping Outside of `Yesterday Thinking’: Preparing Nurse Managersfor a New World OrderBy Franklin A. Shaffer, EdD, RN, FAAN * Introduction * Falling short * Salary * Technology * What it costs to replace a nurse * The priceless value of training nurse managers * Intellectual capital * Leadership training scarce * Portrait of a nurse manager * One size does not fit all * Expectations of today’s nurses * Career lattices vs. ladders * Win-win scenarios * Employee attitudes since 9/11 * Nurse manager boot camp * Ongoing commitment * Redefining a nurse manager’s role * Nurse managers can effect changeNurse managers of today are the linchpins to retaining nurses, and ultimately to the success of any healthcare organization. Yet despite their importance, training is often put aside for financial reasons and time constraints. If we want to retain nurses, it is essential that we train excellent nurse managers. This training must come in a way that is new, innovative, and effective. “Yesterday thinking” will not work, nor will the training methods of yesterday.A new day in nursing isn’t on the way — a new day is here. Hospital systems that learn how to adapt quickly and make the changes necessary will survive, and those that are entrenched in old methods will find themselves in staffing difficulties that will only continue to increase at exponential rates. Doing things “the way we’ve always done them” will get us nowhere. The facilities that place nurse management training as a priority are finding a direct correlation to their low turnover rate in managerial and staff nursing positions, and to their leadership development and succession planning.Falling shortSixty-one percent of nurse managers today report that they do not receive ongoing management development.1 They believe that they need training in business, staff retention, coaching, mentoring, patient care systems and communications. Most nurse managers, with degrees in clinical care, lack the management, communication, problem- solving, and negotiating skills necessary to retain a staff whose age span spreads four decades, within a mosaic of cultures. This is probably why some 77% percent of today’s hospitals feel that they won’t be able to fill their leadership positions.2 VHA research reveals a 44% turnover rate among the Chief Nurse Officers at member healthcare organizations.3 Thinking that we don’t have to train nurse managers is a death knell to our success. Considering today’s leadership gap — now, more than ever — nurse managers need the necessary tools to succeed. And above all, they need buy-in on all levels from the executives supporting them.SalaryNurse managers lack support in many areas, beginning with salary. Clearly, salary is not adequate enough to retain nurse managers, with 53% of nurses surveyed by the Student Nurses Organization experiencing a nurse manager shortage, and of that 80% say compensation is influencing this shortage.4TechnologyBut adequate salary alone will not entice qualified nurse managers to a job that requires continual progressive technological efforts, if organizations want to thrive. The organization and the nurse manager’s success are dependent on technology that stays abreast of the times. According to one nurse survey, 87% say technology has had a positive impact on patient care delivery.5Technology systems are critical for nurse managers because they automate and standardize communications, reducing the chances of making mistakes. In a knowledge-sharing enterprise where evidence-based decisions are made objectively by software, turf battles and professional differences can be made less divisive. When used appropriately, technology can be critical to overcoming some of the perceived downfalls of working in healthcare, and can aid the recruitment, retention and motivation of qualified staff. For these reasons, every technology decision becomes a work force strategy decision.6What it costs to replace a nurseWhen confronted with the relatively minimal cost of training a nurse manager, organizations would be best to ask themselves this question: what does it cost to replace a single nurse? The VHA estimates the total turnover costs to an organization approximately $50,000 for each nurse lost.7 Good nurse managers beget good nurses, and those less likely to leave. With the steady exodus of nurses, doctors are becoming frustrated and taking their patients elsewhere or hospitals are canceling cases and closing units. Hospitals that don’t see this as a wakeup call haven’t learned from shortages in the past. These aren’t just nursing issues anymore; they are issues for all stakeholders in the healthcare system.The priceless value of training nurse managersThe nurse manager is on the frontline every day, and the bricks and mortar to the public, and in essence, is an important part of any marketing department. Let’s not forget that today’s consumer is well informed and demands quality care. That service lies in the hands of a competent nurse manager. Competent leadership is cost-effective patient care. A recent study shows that 40% of nurses believe the single most important thing that nursing leadership can do to assume delivery of high-quality, safe, cost-effective care is to have communication with and understanding for the needs of the direct patient care providers.8 The same study says that 22% believe that leadership is needed to set standards for care and assure competence of caregivers.Intellectual capitalA paradigm shift from focus on skills measurement to intellectual capital is necessary for today. The new millennium requires that we step back and evaluate employees beyond ROI and measure the intangible contributions in dollars and cents. Today, almost any organization can gain access to resources. But business today is shifting more and more from focus on services, to knowledge. What differentiates companies now is their intellectual capital, their knowledge, and their expertise - not the size and scope of the resources they own and manage. Saratoga Institute, a subsidiary of Spherion and owned by PricewaterhouseCoopers, has done extensive work on tying the financial impact of intellectual capital and other value added attributes that employees bring to the table. When a nurse leaves your hospital you are losing intellectual capital which can not always be replaced by another body and creates a void in customer service.Leadership training scarceFor the past 20 years or so, nursing leadership has been striving to elevate the preparation of nurse managers, in most cases requiring minimal preparation at a bachelor’s degree, but preferring graduate preparation. Recently the growing shortage of experienced or qualified nurses available for leadership is forcing more and more hospitals to place nurse managers into these positions with associate degrees. Once they are placed in their new role, they are faced with learning mainly on the job, or by trial and error.The typical training of nurse managers today, including orientation, is frequently inadequate and not provided by an experienced nurse manager. Periodic courses, many of which are taught by non-nurses, are not tailored to meet the learning needs of today’s nurse manager. Faculty frequently lack the insight to make inferences to the nursing manager’s role or practice, bringing in outside or canned programs that once again are not specific to role responsibilities or the accountabilities of nurse mangers. With a downward shift in federal funding, many formal academic programs have been downsized in favor of graduate preparation in clinical specialties. Schools have opted to discontinue any programs preparing nurse managers or nurse executives, and/or have dropped CE courses or post baccalaureate certificate programs. This has caused many nurse mangers to seek academic preparation through a school of business or other programs, leaving a decrease in the number of nurses graduating with preparation in nursing administration. The remaining nurses graduating from schools of nursing are coming from the associate degree or BS programs and these programs usually only offer one or two courses on leadership. Specialization for the nurse leader is left appropriately for the graduate level.Portrait of a nurse managerThe average age of a nurse manager is 46-50 years,9 and they have different values and norms about work, and the ways of working, based on their experience. They are sometimes locked in their own version of “yesterday thinking.” Their staff are in their twenties, thirties, forties and fifties, each age-group with different expectations and different perspectives on the nursing experience – not to mention different attitudes about working for employers altogether. Most hospitals have multicultural staff, as well. Not only do we have generational problems, but we also have value and cultural differences that must be taken into account. It is critical that nurse managers get essential training on how to handle each staff member within the context of that individual person’s reality. Nurse managers need tools that can be used to blend different and differing employees into a functioning team that will provide the kind of care the consumer of today expects. This is no easy task as we face for the first time four different generations in our hospitals each with different values and norms.One size does not fit allStudies have proven that the majority of nurses leave their current place of employment because of their nurse manager. Eighty-four percent of nurses leaving or consider leaving their jobs are doing so as a result of their relationship with their nurse manager.10 Talent Keepers surveyed 39 leading organizations and found that 100% of the respondents reported that the immediate managers are a factor for employees leaving and often the main factor.The most cited reasons employees leave are “trust,concern and support from immediate manager”. While the manager is so critical to reducing employee turnover,only 21% of the managers believe that their actions and skills significantly impact on retention. With all of the focus on recruiting nurses today and the application of such methods as paying for the leases on their cars, sign-on bonuses, etc., there is little focus on how to keep nurses after they’ve signed on. Keeping good nurses is a factor of spending the time and energy to find the right fit for your organization in the first place, and understanding what today’s workers expect. One size does not fit all when it comes to retaining staff, and a nurse manager above all others, must be trained to understand this and deal with it by creating the kind of environment that will retain valuable staff. Most people are attracted to a organization because of the benefits or other tangibles but people stay because of relationships .There is a direct correlation between managerial development and reduction in turnover. Manager training is not optional.Nurse managers need to take the time to sit down with prospective employees and look at their career portfolios on the way in; see what their career ambitions are, where they are headed, what they expect. The time spent upfront is a small price to pay for finding a nurse that will be satisfied with your organization and will stay. When the wrong fit is hired, leaving the organization within the all too often typical six-month timeframe, you face the loss of not only this one new employee, but the loss of stable long-term employees, as well. When turnover rate is high, morale declines with the pressure placed on existing performers. In the end, you lose both the good performer and the poor performer, all at once. The upfront effort of recruiting the proper staff, and retaining them with well trained nurse managers, is critical.In addition to the stressors already on nurse managers to manage multi-generational staff, the demographics of the workforce are expected to undergo a dramatic shift in years to come that will leave a serious shortage of workers. Already, 11 percent of the active workforce is over 56 years old, a percentage that will grow steadily as Baby Boomers age. On the heels of retiring Boomers, the much less populous Generation X (now ages 25-38) will provide a shrinking pool of prime-age workers. And even with a modest increase in workforce population among Generation Y (now ages 16-24), there will simply not be enough young workers to fill the void that will be left.11Expectations of today’s nursesThe expectations of today’s nurses are a reflection of what most workers want today. They are not the company-loyal employees of the past. They are loyal to self. They seek to improve and expand on their own potential while in your employ, but if they don’t see themselves growing, they will all too soon be gone. In addition, the workforce of the new millennium is comprised of a new race of nomads who seek greater balance between work and home. According to the U.S. Bureau of Labor Statistics (BLS), in 1997, an estimated 12.5 million workers were employed in “alternative work arrangements” out of a total workforce of 126.7 billion. This emphasis on contingency, temporary workforce provides workers with more choices and/or autonomy without compromising any of the attributes of professionalism. The BLS study highlights the growing preference for unrestrained work, and predicts that the major employer of the future will be self. Unless nurse managers can provide what employees seek – including pulling from this source, and/or allowing alternative arrangements — they may continue to face a revolving door of staff turnover. Managing a multi-generational and multi-cultural workforce requires managers who have in-depth training to acquire the skills necessary to motivate a diverse workforce into a cohesive team.Career lattices vs. laddersOne of the ways a trained nurse manager can provide career growth for today’s nurses is to think in terms of career lattices rather than career ladders. The nurse manager must find ways nurses can move laterally toward their career goals. This can be as satisfying as upward movement, but requires the nurse manager to be in tune and educated about each employee’s ambitions and goals. Today’s trained nurse manager will understand that career development requires a new way of thinking and expressing job requirements. Emphasis will shift from trying to motivate, to just keeping up with the career and professional development needs of staff. Competency assurance begins with managerial readiness for the new workforce.Win-win scenariosToday’s employees understand that the better they become as workers, the better it is for the organization. In their role as career counselor, nurse managers have to be able to create win-win scenarios with employees that are increasingly assertive and demanding about what they want. Also in this new line of thinking is the ability to “get over” the fact that some nurses will move on, despite how well you try to meet their needs. Do not burn bridges. Instead, retain them in a database of potential employees. They may boomerang back to you, and are still of value.Employee attitudes since 9/11Is important to put nursing work expectations in the context of changing employee attitudes since 9/11. More than 4 in 5 employees have re-examined their priorities since the attack, and have decided they need to spend more time and energy on personal, family, and community activities, and less time on their jobs. In addition, employees are showing the highest level of workforce commitment in five years.12 Yet despite the high level of commitment, 23% don’t believe their organizations are going to be able to recruit and retain the best talent, 30 % don’t have faith in the organization’s ability to reduce costs, and 35% don’t believe their organizations will be able to improve the compensation and benefits package in 2002. Some organizations may experience a “halo effect” whereby employees are giving their employers the benefit of the doubt, but they can easily be lured away when the external environment changes.13Nurse manager boot campOne of the best ways to give busy nurse managers the tools they need for good management is a short, high-powered intensive training, with ongoing support afterward. One model if such a program is Cross Country University’s boot camp, a program of Cross Country, Inc. It is an example of “just in time training for an in time learner.” Our industry could use many training methods of this nature. This training prepares the managers with the skills they need now and stimulates them to achieve higher attributes.Cross Country’s boot camp for nurse managers, provides an intense, ongoing learning experience designed to specifically help transform an excellent clinical nurse into a frontline manager of nursing services. Nurses who receive the training begin their boot camp experience with an in-depth psychometric assessment of their capabilities and weaknesses. The areas assessed include the abilities to: coach and counsel; effectively communicate; influence and negotiate; manage change; perform management; set goals and standards; manage conflict; problem-solve and make decisions. The accuracy in determining each camp attendee’s needs determines the effectiveness of tailoring the training for that particular nurse manager.The term boot camp fairly well defines the experience – five full days, twelve hours each – with additional workshops available for the stout of heart. Networking is encouraged between faculty and boot camp attendees (“recruits”) both during mealtime, 3 times a day, and on special evenings set aside for such. The training is rigorous with classes held on topics that include: workforce planning, staffing and scheduling; leadership vs. management; budgeting; motivation and morale; critical thinking and decision-making; planning, and more.Ongoing commitmentThe success of the program is attributed to the long-term commitment elicited from recruits. To be effective, learning must be ongoing and reinforced. To achieve this goal, recruits are asked to sign personal commitment agreements that stipulate “what, how and when” knowledge gained at boot camp will be applied over the 30, 60 and 90 days following training. Recruits are obligated to submit monthly managerial reports documenting their utilization of skills gained at boot camp. These reports will be directly applied to the camp graduate’s performance evaluation by his or her immediate supervisor on the job. In addition, boot camp graduates contribute to an ezine published at regular intervals for their continued growth and receive ongoing mentoring through emails and chats scheduled on the Web. Camp graduates can earn up to 55 credits of continuing education contact hours and will shortly be able to earn academic credit for attending. In addition, the advanced track is developed in collaboration with graduates and the Forum on Healthcare Leadership and graduates attend their specially designed sessions as well as the national conference.Redefining a nurse manager’s roleAfter training nurse managers, it is essential to redefine their role. We need to rethink the necessity of the jobs they are responsible for today, assigned under yesterday’s thinking. Right now these jobs may include scheduling, budgeting, and management of up to five units, along with the need to attend many meetings. If we want to transform the industry, nurse managers should ultimately become mainly the overseers of career and of care, only. Most importantly the manager of tomorrow will facilitate career development initiated at the pre-employment stage for each and every employee. We need to create a new paradigm where employees are transformed from assets to investors, and where reciprocity is key. So the principle is seek great job fit, train early and consistently and hold managers accountable.Nurse managers can effect changeNursing managers can facilitate the changes needed in our organizations if properly trained and allowed to fill the shoes that the new millennium requires. Ultimately, they can begin to effect change in the nursing profession, and in the healthcare arena. To do so, the nurse manager should be trained in ways that strengthen him or her to fulfill roles that include: * Negotiator Workers expect a transactional environment. A nurse manager must be able to meet the demands of the gamut of ages, from the younger more upfront employees who “want what they want” because they see it as their right, to the senior staffers who are willing to submit to the company line, yet will hold in the resentment only to blow up one day, and perhaps quit. It requires a strong, well-trained nurse manager to negotiate with three or four generations of staff at the same time so that all of them to get what is in it for them, while the nurse manger gets what’s in it for the organization. * Career planner Job sculpting should be a part of a nurse manager’s assistance to his or her staff, creating individuals to be creative, and seeking new opportunities to be proactive in the changing world of work. A trained nurse manager knows that this planning starts before he or she needs to choose a successor. Future nurse managers are molded, with career and culture fit in mind, by a nurse manager who has the destiny of the organization in mind. * Mentor Nurse managers face a steep challenge in a world where there is 40% turnover in nurse executives. This turnover provides an unstable or inconsistent environment for nurse managers who often do not have the privilege of being mentored. Nonetheless, the nurse manager who must interface with so many other departments within the organization must be able to serve as the voice of nursing. * Facilitator Just of few of the aspects of this critical role include: building teams by using decision making and conflict management; monitoring individual performance; managing collective performance; and finally, managing organizational performance. The frontline strategist nurse manager must be able to facilitate good nursing practice by removing barriers, whether that calls for collaborating, compromising, or cooperating. * Coordinator As coordinator, trained nurse managers will be able to manage projects, design work, and manage across functions. They must have true multi-tasking capabilities with the ability to acquire the resources to deliver care consistently and efficiently while maintaining high quality patient outcomes and managerial benchmarks. * Director Visioning, planning, goal setting, designing, organizing, and delegating effectively, should be part of what the new millennium nurse manager can accomplish. He or she should be able to influence the team to believe in and achieve the hospital’s vision, and instill a desire for them to be all that they can be. * Producer While wearing this hat, the nurse manager should be able to work productively while fostering a productive work environment, and most importantly, manage time and stress. * Broker Since nurse mangers must interact with all levels of the organization, they must master the ability to present ideas, build and maintain a power base, and ultimately, negotiate agreements and commitment. * Innovator The nurse manager is unafraid to live with change, can think creatively, and is a master at creating change.14Add to this list key competencies such as achievement orientation, analysis, assessment, awareness, computer literacy, exploration, goal setting, information identification and collecting, interpersonal skills, networking and oral communications, perseverance, self-management, strategic thinking, and written communication abilities — and we will just be starting to describe the nurse managers needed for the new world order.The first line manager is the glue that holds the hospital together, and it takes a great deal of effort, skill and experience to do the job right. A small investment in training nurse managers now will pay off in big dividends for the nursing department and hospital down the road. The training of good nurse managers is not merely an opportunity to gain another strategic advance over competition; it is necessary for staying in business as a viable entity in years ahead.Franklin A. Shaffer, EdD, RN, FAAN, is President , Education and Training Division and Chief Education Officer of Cross Country University, a division of Cross Country, Inc., the largest supplemental staffing company supplying healthcare professionals to over 3000 U.S. hospitals. For more than 30 years, he has been involved with the preparation of nurse managers, and was recently inducted as a fellow of the American Academy of Nursing.This article was written by Franklin A. Shaffer, Ed.D, RN, President, Education & Training Division, Cross Country Inc, Chief Education Officer, Cross Country University and originally appeared in Nurse Leader July/August 2003 1. Nurse Executive Center National RN Survey, October 1999, Advisory Board Company, Washington, DC.2. AHA, In Our Hands, How Hospital Leaders Can Build a Thriving Workforce, April 2002.3. Gelinas, L.; Bohlen C., Tomorrow’s Workforce: A Strategic Approach, Irving, TX: Veteran’s Hospital Administration.4. Ballein, K., Senior Nursing Officer , Ballein Search Partners, Chicago IL, March 2003.5. Ballein, K.6. Patrick,M.,Bohlen, C.; Dejoy,S; Schaefer,E.; New Tools, New Rule: The Fusion of Technology and Work Force; Dallas: VHA Research Series; 2003; pp. 10-11.7. Gelinas, L Patrick,M.,Bohlen, C.; Dejoy,S; Schaefer,E.; New Tools, New Rule: The Fusion of Technology and Work Force; Dallas: VHA Research Series; 2003; p. 11.8. Ballein, K.9. Buerhaus, “ Implications of an Aging Registered Nurse Workforce,” JAMA, 2002, 2948-2954.10. Tauton,RL.,et al., “Manager Leadership and Retention of Hospital Staff Nurses,” Western Journal of Nursing Research ,1997,19,:205.11. Tulgan, Bruce; web article: Generational Shift™: How the age bubble is transforming the workplace and what you can do to prepare, Rainmaker Thinking, Inc., www.rainmakerthinking.com.12. Buckingham, M., First Break All the Rules, New York; Simon and Schuster, 1999.13. Workforce HR Trends and Tools for Business Results, Crain Communications Inc, New York, January 2002.14. Herman, R., Olivo,T., Gioia, J. Impending Crisis, Oakhill Press, Winchester,VA.© 2003 Cross Country Staffing DOWNLOAD THIS ARTICLE230KAdobe® Acrobat® Reader® is free software that lets you view and print Adobe Portable Document Format (PDF) files on all major computer platforms.Click below to download Adobe® Acrobat® Reader®Get Acrobat® Reader® About Us | Our Services | Quality Professionals | Knowledge | Post PositionCandidate Jobs | FAQ | Contact Us | Sitemap | StaffingOffice.com

Cross Country Staffing - Knowledge - Article 001

Blogged with Flock