This document outlines strategies for improving employee retention in healthcare organizations. It discusses defining retention and turnover, the types and costs of turnover, and causes of turnover like workload and relationships. It then provides tips to develop retention like competitive benefits, perks, recognition, communication, promotion opportunities, and training. Resources to create retention strategies include new hire orientation, compensation communication, employee rewards, and fostering teamwork. The overall goal is reducing turnover by understanding its drivers and satisfying employee needs.

1. by:-
Mahmoud Shaqria

2. Out lines:
 Introduction.
 Definition of staff retention.
 Staff turnover.
 Types of turnover.
 Causes for turnover.
 Cost of turnover.
 Employee retention strategies.
 Tips for good staff retention.
 Resources for creating employee retention.

3. Introduction
 Successful healthcare organizations emphasize attracting human resource
assets and aggressively seek to resolve and prevent high employee turnover.
 Understanding the key components surrounding the importance of measuring
employee turnover, learning how it affects patient care, and realizing what is
needed to retain quality employees is central to the resolution.
 Measuring employee turnover in a healthcare department is fundamental to
the success of the organization and the quality of care it delivers.

4.  Some studies indicate the cost of turnover can average 150% of the
employee's annual salary.
 Furthermore, when employees leave, their duties are shifted to the
remaining personnel who feel obligated to shoulder the additional burden.
 The most important impact of employee turnover may be the effect on
patient care.

5.  Generally, all patients prefer to be cared for by the same members of a
healthcare team each time they require treatment.
 This involves building relationships between the patients and their
respective healthcare organizations.

 These relationships are important to the success of the facility, especially in
cases where the same treatment/care can be received elsewhere.

6.  Creating an organizational environment that is dedicated to ‫ة‬‫ة‬‫مكرس‬‫ل‬ the
retention of talented personnel is the first step in reducing employee turnover.
 Determining why employees are leaving an organization is an important part of
developing an effective strategy.
 One way this information can be obtained is by conducting detailed exit
interviews.
 Organizations should focus on the following issues in order to maintain their
qualified workforce in the long term: communication; decision making;
compensation, benefits, and career development; recruitment;
appreciation and understanding; and management.

7. Employee retention
 Refers to the ability of an organization to retain its employees.
 Employee retention can be represented by a simple statistic (for example,
a retention rate of 80% usually indicates that an organization kept 80% of
its employees in a given period).
 However, many consider employee retention as relating to the efforts by
which employers attempt to retain employees in their workforce.
 In this sense, retention becomes the strategies rather than the outcome.

8. Employee turnover
 Employee turnover is a symptom of deeper issues that have not been
resolved, which may include low employee morale, absence of a clear
career path, lack of recognition, poor employee-manager relationships or
many other issues.
 A lack of satisfaction and commitment to the organization can also cause
an employee to withdraw and begin looking for other opportunities.
 Pay does not always play as large a role in inducing turnover as is typically
believed.

9. Types of turnover
 Four types of turnover: Voluntary, Involuntary, Functional,
Dysfunctional.
 Voluntary turnover consists of employees exercising their free choice to
leave
 Involuntary turnover consists of separations where an employee
unwilling leaves.
 Functional turnover is when low performing employees leave
 Dysfunctional turnover is when high performing employees leave

10. Causes for turnover
Involuntary terminations: Nearly always related to personality traits ‫سةمت‬
and interpersonal behaviors - dependability, professionalism, a lack of
emotional intelligence, or poor decision making.
 These behaviors that have nothing to do with technical knowledge and
behaviors that are poorly evaluated in the traditional hiring process.
Workload: Workloads are going to increase, as are demands to constantly
roll out new quality and cost control initiatives. ‫التكتليف‬ ‫ثبت‬
 Evaluating a candidate’s ability ‫المرحة‬ ‫قةرر‬ to adapt and handle stress prior
to making a job offer becomes important. Similarly, it’s important to
ensure a good cultural and operational fit with the organization.

11. Relationship with supervisors: Nursing must do a better job identifying
candidates ‫المكلف‬‫ب‬ for leadership and management roles.
 Assess each supervisor candidate’s leadership potential so that great
nurses do not become poor leaders.
Relationship with colleagues: The desire and ability to collaborate with
others is difficult to train.
 However, it is possible to assess a nursing candidate’s abilities and
propensities in regard to teamwork before the job offer.

12. Cost of turnover
 Studies have shown that cost related to directly replacing an employee can
be as high as 50–60% of the employee’s annual salary, but the total cost of
turnover can reach as high as 90–200% of the employee’s annual salary.
 These costs include candidate views, new hire training, the recruiter’s
salary, separation processing, job errors, lost sales, reduced morale and a
number of other costs to the organization

13. How to develop employee
retention strategies
 Succeeding in your employee retention efforts requires you to think
about things from employees' point of view.
 All employees are different, of course, and each has unique desires and
goals. But it's a safe bet to assume that virtually all of them want to
know they are being paid well and given good benefits.
 They want to see that they are appreciated by their employer and
treated fairly.
 They want to be challenged and excited by the job they're asked to do.

14.  An effective employee retention program addresses all of these
concerns. But it also goes beyond the basics.
 In fact, it's reasonable to say that your employee retention efforts
should start on a new hire's first day on the job.
 The training and support you provide from Day One sets the tone for
the employee's tenure ‫التثبي‬ at the health organization and immediately
makes him or her think it was a good choice to join your firm.

15. Tips for good staff retention
 Offer a competitive benefits package that fits your employees’ needs.
 Providing health insurance, life insurance and a retirement-savings
plan is essential in retaining employees.
 But other perks ‫,منتفع‬ such as flextime and the option of telecommuting
, go a long way to show employees you are willing to accommodate their
outside lives.

16. – Provide some small perks : Free bagels on Fridays and dry-cleaning
pickup and delivery may seem insignificant to you, but if they help
employees better manage their lives, they’ll appreciate it and may be
more likely to stick around.
– Use contests and incentives ‫وحةواف‬ ‫مستبقت‬to help keep workers motivated
and feeling rewarded: Done right, these kinds of programs can keep
employees focused and excited about their jobs.

17. – Conduct “stay” interviews:
In addition to performing exit interviews to learn why employees are leaving,
consider asking longer-tenured employees why they stay.
Ask questions such as:
Why did you come to work here?
Why have you stayed?
What would make you leave?
And what are your nonnegotiable issues?
What about your managers?
What would you change or improve?
Then use that information to strengthen your employee-retention strategies.

18. – Promote from within whenever possible : And give employees a clear
path of advancement.
Employees will become frustrated and may stop trying if they see no
clear future for themselves at your company.
– Foster ‫تبنى‬employee development : This could be training to learn a new
job skill or tuition reimbursement ‫توويضةي‬ ‫محتضةرا‬ to help further your
employee’s education.

19. – Create open communication between employees and management
: Hold regular meetings in which employees can offer ideas and ask
questions. Have an open-door policy that encourages employees to
speak frankly with their managers without fear of repercussion ‫.اإلنوكتس‬
– Get managers involved : Require your managers to spend
time coaching employees, helping good performers move to new
positions and minimizing poor performance.
– Communicate your business’s mission : Feeling connected to the
organization’s goals is one way to keep employees mentally and
emotionally tied to your company.

20. – Offer financial rewards : Consider offering stock options or other
financial awards for employees who meet performance goals and stay
for a predetermined time period, say, three or five years.
Also, provide meaningful annual raises.
If you can afford it, give more to your top performers : Or, if you don’t
want to be stuck with large permanent increases, create a bonus
structure where employees can earn an annual bonus if they meet pre
specified performance goals.

21. – Make sure employees know what you expect of them : It may seem
basic, but often in small hospitals , employees have a wide breadth of
responsibilities.
If they don’t know exactly what their jobs entail and what you need
from them, they can’t perform up to standard, and morale can begin to
dip.

22. – Hire a human-resources professional: If your hospital is nearing 100
employees, consider hiring a human-resources director to oversee and
streamline your employee structure and processes.
Putting one person in charge of managing employee benefits, perks,
reviews and related tasks takes a huge load off of you and makes sure
employees are treated fairly.
HR managers are also more up to date on employment laws and trends.
They can set up various programs and perks you may not have known
existed.

23. Resources for creating
employee retention strategies
 By developing strong employee retention strategies that
build on these elements, any business can keep morale
high among employees, contributing to its success.

24. New hire orientation
 Corporate culture:
Employee compensation
Communication around the health organization pay system
Employee recognition
Employee rewards systems
Work-life balance
Training and development
Maintaining a creative work environment

25.  Employee communication:
Communication in the workplace
Employee feedback
Change management
Office rumors
 Teamwork:
Valuing teamwork in the workplace
Setting team goals
Encouraging team buy-in
Bolstering ‫دعم‬ team morale
Boosting ‫زيادة‬ team diversity