Nurse leaders say they do not have sufficient financial resources to address the needs of their workforce. Even with the addition of workflow technology and new tools, 72% say they are burned out, and burnout is prompting 31% to consider leaving their jobs, according to a report published Feb. 27 by AMN Healthcare.
To solve for staffing shortages, the majority of nurse leaders say they implement float pools and a mix of full-time, part-time and contingent or contract nurses. A majority of nurse leaders, 68%, are specifically turning to the use of travel or contingent nurses to fill the gaps that come from full-time nurses' departures, according to the report.
While ongoing staffing challenges are the primary obstacle nurse leaders are staring down in hospitals in 2024, chief nursing executives are also increasingly involved in hospitals' topline strategy, financial management, clinical and patient protocols, and several other factors of care management.
Nurse leader's contributions in hospital leadership extends "far beyond the bedside,” Christine Mackey-Ross, BSN, the president of AMN Healthcare Leadership Solutions stated in a release shared with Becker's. They are filling executive roles at major corporations, serving on boards of directors, conducting cutting edge research, and even serving as legislators."
But with rising turnover rates even at the nurse executive level, the "job satisfaction and personal wellbeing of nurse leaders therefore should be a primary concern of any healthcare facility seeking to maintain the continuity and effectiveness of its nurse staff," Ms. Mackey-Ross added.