LeadingAge Kansas recently partnered with Puente Marketing to design and conduct a state-wide employee satisfaction survey and focus groups of LeadingAge Kansas members. Our ultimate goal was to use this information to develop action steps to reduce turnover in member organizations. The survey was sent to 2300 individuals across the state who were licensed as a nurse or certified nurses aide. The top 3 findings of the online survey included:
- Nurses and aides serve in their roles out of a desire to help others.
- Nurses and aides leave their jobs most often due to low pay and poor leadership.
- The single greatest impact on job retention would be adding more staff and supports to cover the needs of the organization.
View the infographic to learn more.
The focus groups provided additional information that could be categorized into 5 themes:
- Communication
- Enhance opportunities for dialogue, fostering two-way communication between leaderships and staff.
- Encourage communication by staff by creating forums, outlets and channels for staff to share ideas, thoughts and opinions.
- Provide communication channels that protect anonymity of staff when appropriate to prevent repercussions from direct supervisors.
- Systemize documented communication channels, through formal note taking, report writing, etc. that is accessible in paper or e-format to all staff and leadership.
2. Transparency
- Providing clear and consistent job descriptions, showcasing where roles overlap and where they do not.
- Documenting leadership-only meetings and decisions, noting the process of where decisions and implementations are in the approval process, and making this information available to staff.
3. Recognition and Growth
- Assist in the development of creative solutions for staff to further their careers through creative financial support (paycheck deductions as opposed to one time payments, scholarships for training, LKS supported certifications, etc.).
- Provide support to Member Organizations to focus on small, consistent recognition strategies and personalization from leadership.
- Develop creative ways for leaderships and staff to highlight other staff, as opposed to recognition from residents or surveys.
4. Culture
- Encouraging leadership to interact with staff, provide support focusing on a team effort, bringing unity between leadership and staff.
- Promote opportunities for staff to cross professional titles and interact with colleagues.
- Provide formal and informal opportunities for emotional support of staff, and for encouraging self-care and resiliency.
5. Training
- Provide support to local CNA and CMA certification programs, partnering with local facilities to provide opportunities for direct hands-on care and training.
- Possible opportunity to develop and sustain traveling training, visiting various cities and centers to provide hands-on refresher training to staff who may be continuing to operate on out of date practice methods.
These are great opportunities to further develop systems and culture to support current employees. Read the entire report to dive deeper into the findings and see statements actually made from participants.
