Three ways the older adult care sector can strengthen nurse retention strategies by learning from nurse turnover

Employee turnover can be a rollercoaster for both the employee and the organisation. However, whilst this turnover is often seen as a challenge, it can also act as a catalyst for positive change, especially in the context of social care nursing.

I conducted research with Professor Kenneth Cafferkey (Sunway University, Malaysia), Professor Keith Townsend (Griffith University, Australia), and Professor Margreet van der Cingel, (Stenden University of Applied Sciences, Netherlands), exploring nurses’ post-turnover experiences. 56 interviews with nurses who worked in adult social care were conducted. The findings reveal that turnover, though often viewed as costly, can bring personal and professional benefits for those who change jobs, shedding light on key areas where healthcare organisations can enhance their Human Management strategies.

When nurses move to new employers, they often experience improvements in mental and physical well-being, a better alignment between their skills and job demands, and expanded professional networks. These insights offer invaluable lessons for healthcare organisations aiming to improve retention and create healthier work environments.

1. Boosting nurses’ well-being

One of the most striking findings from the study is the boost to nurses’ mental and physical well-being when they switch jobs. This shows that organisations need to prioritise strategies to help nurses decompress and leave their work stress at work, rather than taking it home.

What can organisations do?

Here are a few practical ways to promote well-being and help nurses transition from their shifts to their personal lives with a clear mind:

• Encourage open dialogue: Create a supportive environment where nurses can share their experiences and challenges with colleagues at the end of the day.
• Promote journaling before leaving work: Suggest that nurses use journaling to reflect on and process their thoughts, allowing them to mentally “unload” before heading home.
• Offer mindfulness sessions: Consider implementing short, voluntary mindfulness sessions after each shift to help nurses decompress and release the stresses of the day.

These small, intentional practices can go a long way in reducing stress and ensuring nurses leave work feeling refreshed rather than overwhelmed.

2. Aligning skills with job requirements

When nurses transition to new jobs, they often find a better alignment between their skill sets and job responsibilities. This is a crucial lesson for organisations, ensuring that nurses feel their skills are fully utilized and that their roles align with their career goals.

How can organisations better match nurses’ skills to their roles?

• Match skills to needs: Ensure that nursing skills align adequately with patient care needs, minimising the risk of underutilising valuable skills.
• Create space for conversations: Schedule regular check-ins between nurses and supervisors to identify challenges, skill gaps, and areas for growth, ensuring timely adjustments.
• Implement job rotations: Allow nurses to rotate between different roles and tasks to keep their work engaging and help them develop a broader range of skills.

These initiatives help keep nurses motivated and engaged, reducing the likelihood of turnover.

3. Expanding professional networks

A key benefit nurses often report when changing jobs is the expansion of their professional networks. These networks are critical, providing nurses with valuable support, mentorship, and opportunities for professional development.

How can organisations foster network growth without losing nurses?

• Encourage cross-departmental collaboration: Facilitate interactions between teams to help nurses feel like they’re part of a larger, supportive community.
• Offer networking opportunities: Create regular opportunities for networking, both within and outside the organisation, so nurses can exchange knowledge, ideas, and best practices.

By helping nurses build strong professional networks within the organisation, you create a sense of community that can improve retention and job satisfaction.

By learning from nurses who have already left their jobs to work elsewhere, care home managers can implement changes to help retain current staff and reduce turnover.

Read the journal article – ‘Exploring nurses’ post turnover experiences in their new employment: A self-determination and job-fit perspective’, Bolt, EET, Cafferkey, K, Townsend, K, van der Cingel, M, Business Research Quarterly, (2024).

If you are interested in learning more about this research or exploring collaboration opportunities, contact research.lubs@leeds.ac.uk.