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Increasing New Graduate Nurse Retention from a Student Nurse Perspective

 
by Kristin vanWyngeeren, BSN
Massachusetts College of Pharmacy and Health Sciences School of Nursing

Tammy Stuart, MS, RN
Assistant Professor
Massachusetts College of Pharmacy and Health Sciences 
 

ABSTRACT

Today’s healthcare environment demands efficient use of resources. Research shows that turnover rates are high for new nurse graduates as a result of a stressful work environment coupled with inadequate support during the transition from student to professional practice. This article seeks to define the problem of new nurse graduate retention, examine strategies implemented by specific organizations that decreased turnover rates of new graduate nurses, and offer recommendations for the new graduate nurse about to enter professional practice. Results of effective implementation of strategies to increase new graduate nurse retention show positive outcomes for the new graduate nurse and the organization, both in cost-savings and measures such as job satisfaction. Drawing from programs implemented at individual organizations recommendations are provided for organizations and new student nurse graduates programs to effectively transition the new nurse graduate into professional practice. 

INTRODUCTION & BACKGROUND

  In today’s dynamic health care environment it is essential to recruit new graduate nurses to organizations and ensure they have adequate resources and support to thrive in order to retain them in the profession. A survey of nurses conducted by Bowles and Candela in 2005 found that 30 percent of respondents left their first nursing position during the first year and 57 percent left by their second year. Research conducted by individual organizations supports this finding in experiencing turnover rates of new graduate nurses between 22.6% and 60% (Orsini, 2005 & Mills & Mullins, 2008). Research demonstrated this is a time of learning and stress for the new graduate in transition (Duchscher, 2008; Etheridge, 2007; Hodges, Keeley, & Troyan, 2008; Lavoie-Tremblay, et al., 2008). Organizations must be cognizant of the transition required of new graduate nurses merging into professional practice and implement strategies to support their transition, which can result in increased retention rates. Significant costs are attributed to orienting a new graduate nurse. For the year of 2004, one organization calculated RN turnover cost to be $44,000 per nurse (Baggot, Hensinger, Parry, Valdes, & Zaim, 2005). Other data revealed that the cost of hiring an RN was between 75% and 125% of a new graduate RN salary with costs attributed to recruitment, replacement through overtime, orientation, decreased productivity, and customer satisfaction (Pine & Tart, 2007).

  Significant cost savings are seen when investment in transition resulted in decreased nurse turnover. Organizations must focus on retaining nurses in their organizations and the overall profession, as the United States is in the midst of a nursing shortage that is expected to worsen over the next years (American Association of Colleges of Nursing, 2008). Americans are living longer and the baby boomer generation is getting older, placing increased demands on the health care system. As patients have increased acuity, with significant pressure by third party payers to decrease the length of patient stays, the need for adequate nurse staffing is essential (Baggot, et al., 2005). Several organizations with high rates of new graduate nurse turnover have implemented orientation programs, such as a preceptor model, and found this to have a positive impact on new graduate nurse retention. This paper will examine factors contributing to poor retention rates of new graduate nurses, discuss how to attract and retain new graduate nurses in the health care field, and offer recommendations regarding the structure of an orientation program from the perspective of a student nurse to attain this goal.

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