AHA Knowledge Exchange Strategies for Effective Contingent Nurse Workforce Management
 
AHA Knowledge Exchange | Strategies for Effective Contingent Nurse Workforce Management

AHA Knowledge Exchange

Building a healthier teamwork environment

To offset the ongoing clinician shortage, hospital and health system leaders will leverage both permanent and temporary nurses to improve access to care, patient safety and care quality. Contingent nurses share the same credentials, experiences and goals of delivering the best care possible to patients and communities. At the same time, the time-limited nature of their work means that nursing and hospital leaders work through unique considerations in ensuring successful collaboration and integration of contingent staff with employed staff. This executive dialogue explores how hospital leaders are changing the culture of how contingent nurse staff are received and integrated into teams in a supportive environment to ensure the continuity of high-quality patient care and the efficient and effective delivery of service to their communities.

Sponsored by: Ingenovis Logo

7 success strategies for contingent nurse workforce planning and integration

  • Utilize agency staffing to avoid burning out current staff, provide needed relief and support, and accommodate work-life balance. Fill and augment specialized care gaps.
  • Pinpoint where contingent staff labor expense and expertise can be utilized to enhance capacity and access to care and patient safety and quality.
  • Communicate to staff and leadership how contingent workforce supports workforce planning needs.
  • Create a culture of inclusion for contingent nurses with a warm welcome and introduction to the team, onboarding and orientation to the culture and expectations, and assign a go-to point person.
  • Figure out the skills and strengths of your agency nurses so that they can bring those skills and strengths to their work unit.
  • Use a systems approach and consider a mix of external contingent nurses and an internal program of travel nurses throughout the health system.
  • Assess your available permanent workforce, the workload that they’re able to do, and then engage staffing agencies to help figure out a proactive, sustainable, contingent nurse workforce plan and budget.

Participants

Winnie Adams

Winnie Adams, R.N., BSN, MSN, MBA

Chief Nursing Officer

Astria Sunnyside Hospital

Al Campbell

Al Campbell, R.N., MBA, FACHE

President

Beth Israel Lahey Health Winchester Hospital

Ann Marie Clevenger

Ann Marie Clevenger, DNP, R.N., NEA-BC

Chief Nursing Officer

Memorial Hospital of Sweetwater County

Robin Geiger

Robin Geiger, DNP, FNP-BC, 

NEA-BC

Senior Vice President, Clinician Advocacy

Ingenovis Health

Leeann Kaminsky

Leeann Kaminsky, MHRM

Vice President and Chief Human Resources Officer

WVU Medicine

Susie Krug

Susie Krug, R.N., MHA, BSN, CENP

Senior Vice President and Chief Nursing Executive

Saint Luke’s Health System

Pat Patton

Pat Patton, DNP, MSN, R.N., NEA-BC

Chief Nursing Officer

Providence Swedish Medical Center–First Hill Campus

Michelle Rainey

Michelle Rainey, MSN, R.N., NE-BC

Senior Vice President/Chief Nursing Officer

Pikeville Medical Center

Kathleen Sanford

Kathleen Sanford, DBA, R.N., FACHE, FAAN

Executive Vice President, Chief Nursing Officer

CommonSpirit Health

Terry Siek

Terry Siek, R.N., MSN

Chief Nursing Officer and Vice President for Patient Care

HaysMed

Shelley Wilson

Shelley Wilson, R.N., MSN

Chief Nursing Officer

Henry Community Health

Robyn Begley

Moderator:
Robyn Begley, DNP, R.N., NEA-BC, FAAN

Senior Vice President and Chief Nursing Officer, American Hospital Association, and CEO, American Organization for Nursing Leadership

American Hospital Association

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