By Patrick Dotts
One of the health care departments that has struggled the most to return to pre-pandemic staffing levels is the operating room, in both hospitals and outpatient facilities. Even before the pandemic, it was generally more difficult for hospitals and health systems to maintain OR staffing levels because it is a specialized job that comes with higher stakes and requires greater attention to detail and stamina. Meaning, it requires more onboarding and training – a minimum of six months per nurse, on average. Already short-staffed, hospitals and outpatient facilities are hard-pressed to find the resources to invest in a high volume of training.
Currently, OR nurses are in especially high demand with an aging population and elective surgeries back in full swing. Overall, the health care industry added 40,000 jobs at the start of Q2 alone, according to the U.S. Bureau of Labor Statistics (BLS), which projects 194,000 RN job openings annually and 6% growth of the overall nursing labor market by 2030.
However, the continued refrain across health care disciplines is that there just aren’t enough skilled personnel to fill the gaps, as high rates of turnover because of burnout, retirement and other factors continue to plague the field.
Short staffing in the OR has ramifications beyond putting strain on existing staff and hospital resources – it has a direct impact on the experience patients have in these facilities, and frankly, their safety and well-being during and after surgery. Sufficient nurse staffing enables prompt and effective response to emergencies, minimizes errors, and optimizes patient care, according to the American Nurses Association (ANA). It also contributes to improved surgical outcomes, reduced complications, and enhanced patient experiences, ultimately leading to higher satisfaction rates.
Hospital and department leaders need to do more to recruit and maintain appropriate OR staffing levels to ensure patient safety and satisfaction. Counterintuitively, they could end up spending less on labor overall by investing in recruitment and retention strategies, as hospitals who did so saved more than $10,000 per nurse per year on costs associated with turnover, per a study from the University of Virginia School of Nursing.
Some of the leading strategies include:
Increasing pay, benefits and schedule flexibility
AORN’s most recent annual Salary Survey notes pay, benefits and work-life balance as some of the top factors that lead to job satisfaction. Most notably, compensation and benefits (or lack thereof) are THE top reason for the staffing shortage, according to perioperative nurses.
In other words, increasing salary and benefits for employees is a strategic approach that can have a significant impact on employee satisfaction, engagement and retention. A competitive salary helps attract top talent and motivates employees to perform at their best.
In addition, it is now the standard to offer comprehensive benefits such as health insurance, retirement plans, and paid time off. But additional perks like professional development opportunities, flexible work arrangements, wellness programs or employee assistance programs can enhance benefits and demonstrate a commitment to employee well-being, growth and success.
Conducting market research and analysis can help identify industry standards and ensure that compensation packages are competitive. Moreover, budgets and resource allocations should be reviewed regularly to find opportunities for salary adjustments and benefits enhancements. Regular reviews and adjustments will help maintain a competitive compensation and benefits structure.
Cultivating an exceptional workplace culture
Regardless of industry, investing in competitive compensation and benefits packages is a primary way that organizations can create a healthy work environment, foster loyalty, and ultimately drive long-term success. However, there are other factors involved in fostering a positive and productive environment where employees can thrive. While “workplace culture” sounds cliché at this point, it really is important for employee retention, as the aforementioned AORN survey demonstrates.
Some of the key areas to focus on when building a company culture include:
- Establishing a clear vision and set of values for the department and communicating them consistently to ensure that all employees understand and align with them.
- Strong leadership that leads by example, demonstrates empathy, and provides regular feedback and support to empower employees.
- Open communication with channels for feedback, suggestions, and concerns, ensuring that all employees have a voice.
- Collaboration and teamwork across departments and levels to promote a sense of shared purpose and provide learning opportunities.
- Employee empowerment through formal recognition and reward programs that acknowledge outstanding performance, as well as growth opportunities, training, and mentorship programs to encourage continuous improvement.
- Diversity and Inclusion – fostering a diverse and inclusive workplace that values and respects individuals from all backgrounds, as well as embraces different perspectives, promotes equality and creates a sense of belonging for everyone.
Overall, the goal is to create a positive work environment where employees mesh and enjoy their work. It is all part of the recipe for greater job satisfaction and retention – ultimately leading to better patient care.
Working with an experienced staffing partner
Besides retention, the other piece of the staffing puzzle is recruitment, which can be difficult for OR departments and hospitals that are already short on people and resources. Having competitive benefits and a great organizational culture can certainly seal the deal, but the biggest barrier for health care employers has been sourcing the talent.
Many hospitals and health systems have been reluctant to outsource staffing and recruitment, but in a time like this, it is a surefire way to get qualified candidates in the door. A good staffing partner will have the expertise to fill highly specialized roles, along with an extensive network of qualified candidates at the ready.
They can create a customized approach for a department’s specific needs and expand on existing recruitment strategies, while employing new engagement tactics.
A staffing partner will also help with the HR tasks after hiring, such as onboarding and paperwork. Some even cover the compensation and benefits for the candidates they place, releasing some of the strain on the department’s internal resources.
Essentially, they can embed themselves in an organization and make the recruiting process as seamless as possible, so hospital and department leaders can allocate their time to improving patient care and outcomes. And so can nurses when they have the proper support, both from their managers and from a robust team that can share in administrative burdens and overall workloads – preventing burnout.
The link is clear: Prioritizing appropriate staffing levels in operating rooms is vital for maintaining the highest standards of patient care and experience. While it may be daunting to consider larger operational and cultural changes, taking these steps could lead to exponential returns in terms of workforce and patient support.
– Patrick Dotts is the senior vice president of Soliant and has worked in the staffing industry for over 10 years.
