Benefits Of Aging Nursing
The Aging Workforce Much like the United States, nurses in Canada are getting older. In 2011, the average age of a Registered Nurse (RN) was 45 and those over 60 made up 11.9% of the nursing workforce (Canadian Institute for Health Information, 2012). There are as many benefits to being an older nurse as there are challenges, thus nurse managers must have strategies in place to meet the unique needs of this population. The purpose of this paper is to provide a breakdown of the demographics of a local healthcare institution and to describe the benefits and challenges older nurses face in healthcare today. Finally, strategies to engage and retain older nurses will be outlined.
Demographic Breakdown Sunnybrook Health Sciences Centre employs …show more content…
almost 1700 full and part-time nurses. According to recent statistics provided by the Human Resources (HR) department, the age breakdown of Sunnybrook nurses is as follows (statistics for casual nurses were not provided): Age 25 and under: 46; age 25-34: 448; age 35-44: 424; age 45-54: 418; age 55-64: 282; age 65 and over: 38 (S. Marzec, personal communication, January 25, 2016). According to the HR Specialist, all of these numbers are higher than a year ago, which clearly indicates an aging nursing workforce (S. Marzec, personal communication, January 25, 2016). An aging nursing population brings with it both benefits and challenges that an organization must be aware of if initiatives are to be implemented in order to retain the valuable skills of this demographic.
Benefits
There are two points of view when it comes to older nurses; in some ways they are the most skilled and experienced employees; yet they are also the most vulnerable (Keller & Burns, 2010). Understanding both sides of this equation will help nurse managers develop and implement strategies that address both.
As nurses progress through their careers, they accumulate a vast wealth of expertise and therefore are able to utilize this knowledge to benefit an organization and its patients (Collins-McNeil, Shape, & Benbow, 2012). Older nurses have achieved a level of respect as a result of their commitment to an organization and thus they are called upon when their skills will benefit an organization. At Sunnybrook, they are more likely to be made Team Leaders because of their detailed knowledge of organizational practices and their ability to act as resources for patients, families and staff. Additionally, older nurses are often chosen as mentors because they are able to provide a detailed orientation to new hires. Furthermore, older nurses have developed strong assessment and critical thinking skills that enable them to react to changes in health status more efficiently and smoothly.
In conversation with older nurses at Sunnybrook, many reported that they know their limits, whether physical or technological and feel comfortable reaching out for assistance when needed (Facente, 2014). This has helped create a sense of collaboration with colleagues, which in turn helps make the work environment more conducive and supportive. Many have been on their units for a long time and have chosen to stay because a strong sense of teamwork has evolved over the years. However, being an older nurse does have its drawbacks that can affect a nurses’ desire to continue practicing.
Challenges
Older nurses have distinct challenges that separate them from other older workers.
As the patient population ages and patients are coming into hospital with higher levels of acuity, aging nurses are experiencing heavier workload demands then ever before and thus have a higher risk of injury and poor overall health. When combined with the bodies’ own natural aging process, an older nurses’ health is at greater risk as they continue to work into their later years (Collins-McNeil, Shape, & Benbow, 2012). In recognizing this challenge, Sunnybrook participates in the Late Career Nurse Initiative (LCNI) program sponsored by the Ministry of Health and Long-Term Care (MOHLTC). This LCNI is designed to allow nurses 55 and older to spend a portion of their work time doing less physically demanding roles (Ministry of Health and Long-Term Care, 2010) and thus Sunnybrook nurses have been involved in quality improvement projects, workflow analysis and documentation audits, just to name a few. This initiative combines utilizing the expertise of older nurses and at the same time, addresses the physical demands nursing has on the health of older …show more content…
nurses.
Healthcare is always in a state of change and thus the tasks associated with nursing have also changed and older nurses can find change overwhelming. As more organizations adopt electronic health records (EHR) and other forms of technology, older nurses are challenged to develop and maintain their competencies in this area. Andrews, Manthorpe and Watson (2005) found that the pace of technological change has an impact on older nurses’ job satisfaction and employment decisions. Therefore, innovative strategies must be implemented for how older nurses learn new technologies so they remain engaged in their work and committed to the organization (Outten, 2012). For example, when EHR were implemented in long-term care, older nurses were more likely to seek out one-on-one education sessions and request extra time to learn the system. The unique benefits and challenges older nurses face must be understood by healthcare organizations if they are to devise strategies that will support and encourage older nurses to continue working.
Strategies for Engagement and Retention
In order to retain older nurses, employers have to create an environment that actively engages and supports these nurses so they want to stay (Laureate Education, Inc., 2006). Older nurses have extensive knowledge of organizational workflows that make them ideal candidates to act as mentors to newer or younger nurses (Bishop, 2013). Thus an established program that will utilize the knowledge of older nurses and develop the competencies of younger or newer nurses is essential. In Ontario, the MOHLTC funds the Nursing Graduate Guarantee (NGG) program that pairs new nurses with experienced nurses for an extended orientation period with the goal of full-time employment for the new nurse at the end. At Sunnybrook, older nurses are usually selected as mentors for these nurses as their vast knowledge of organizational operations and clinical skills prove valuable in teaching the next generation of nurses. Additionally, it also provides a break from the physical demands of nursing mentioned earlier. Higher job satisfaction has been found in nurses who were provided with opportunities for professional development and thus this is another strategy to retain and engage older nurses (Collins-McNeil, Shape, & Benbow, 2012).
While the LCNI program mentioned earlier gives nurses time away from the physical challenges of nursing, its goal is to also give older nurses a chance at professional development. At Sunnybrook, these nurses have been involved in initiatives that have improved patient care and changed organizational practices and they return to their regular duties refreshed and engaged knowing their contributions mattered and are
respected.
A third strategy is to recognize and reward older nurses for their commitment to the organization. Moseley, Jeffers and Patterson, (2008) found an improvement in job satisfaction and retention when organizations demonstrate respect and recognition to its older nurses. At Sunnybrook, the CEO and Board of Directors hold annual celebratory dinners for staff that have been with the organization over 10 years and employees are also presented with gifts to recognize their service and commitment to the organization. Once final strategy is for organizations to facilitate a better work/life balance for older nurses and assist them in caring for themselves and their families outside of the workplace (Bishop, 2013; Outten, 2012). Older nurses have identified flexible work scheduling as one such strategy. Here, alternative schedules that offer part-time or job sharing opportunities, allow for older nurses to meet personal commitments, such as eldercare. Additionally, recognizing the need for personal days to attend appointments or unexpected family emergencies has been identified as a strategy to retain older nurses (Keller & Burns, 2010). Internally, organizations can offer employees wellness programs as a strategy to retain older nurses. Sunnybrook offers numerous programs that assist staff in caring for themselves. These include exercise classes and access to programs that address quitting smoking, nutrition, stress management and mental health, to name a few.
Summary
An aging nursing workforce will provide challenges not yet faced by any profession. Organizations that recognize and implement strategies that address the unique needs of this demographic will be successful in retaining these valuable employees. Older nurses have spent their careers caring for others and now it is the time to care for older nurses (Keller & Burns, 2010).
Demographic Breakdown Sunnybrook Health Sciences Centre employs …show more content…
almost 1700 full and part-time nurses. According to recent statistics provided by the Human Resources (HR) department, the age breakdown of Sunnybrook nurses is as follows (statistics for casual nurses were not provided): Age 25 and under: 46; age 25-34: 448; age 35-44: 424; age 45-54: 418; age 55-64: 282; age 65 and over: 38 (S. Marzec, personal communication, January 25, 2016). According to the HR Specialist, all of these numbers are higher than a year ago, which clearly indicates an aging nursing workforce (S. Marzec, personal communication, January 25, 2016). An aging nursing population brings with it both benefits and challenges that an organization must be aware of if initiatives are to be implemented in order to retain the valuable skills of this demographic.
Benefits
There are two points of view when it comes to older nurses; in some ways they are the most skilled and experienced employees; yet they are also the most vulnerable (Keller & Burns, 2010). Understanding both sides of this equation will help nurse managers develop and implement strategies that address both.
As nurses progress through their careers, they accumulate a vast wealth of expertise and therefore are able to utilize this knowledge to benefit an organization and its patients (Collins-McNeil, Shape, & Benbow, 2012). Older nurses have achieved a level of respect as a result of their commitment to an organization and thus they are called upon when their skills will benefit an organization. At Sunnybrook, they are more likely to be made Team Leaders because of their detailed knowledge of organizational practices and their ability to act as resources for patients, families and staff. Additionally, older nurses are often chosen as mentors because they are able to provide a detailed orientation to new hires. Furthermore, older nurses have developed strong assessment and critical thinking skills that enable them to react to changes in health status more efficiently and smoothly.
In conversation with older nurses at Sunnybrook, many reported that they know their limits, whether physical or technological and feel comfortable reaching out for assistance when needed (Facente, 2014). This has helped create a sense of collaboration with colleagues, which in turn helps make the work environment more conducive and supportive. Many have been on their units for a long time and have chosen to stay because a strong sense of teamwork has evolved over the years. However, being an older nurse does have its drawbacks that can affect a nurses’ desire to continue practicing.
Challenges
Older nurses have distinct challenges that separate them from other older workers.
As the patient population ages and patients are coming into hospital with higher levels of acuity, aging nurses are experiencing heavier workload demands then ever before and thus have a higher risk of injury and poor overall health. When combined with the bodies’ own natural aging process, an older nurses’ health is at greater risk as they continue to work into their later years (Collins-McNeil, Shape, & Benbow, 2012). In recognizing this challenge, Sunnybrook participates in the Late Career Nurse Initiative (LCNI) program sponsored by the Ministry of Health and Long-Term Care (MOHLTC). This LCNI is designed to allow nurses 55 and older to spend a portion of their work time doing less physically demanding roles (Ministry of Health and Long-Term Care, 2010) and thus Sunnybrook nurses have been involved in quality improvement projects, workflow analysis and documentation audits, just to name a few. This initiative combines utilizing the expertise of older nurses and at the same time, addresses the physical demands nursing has on the health of older …show more content…
nurses.
Healthcare is always in a state of change and thus the tasks associated with nursing have also changed and older nurses can find change overwhelming. As more organizations adopt electronic health records (EHR) and other forms of technology, older nurses are challenged to develop and maintain their competencies in this area. Andrews, Manthorpe and Watson (2005) found that the pace of technological change has an impact on older nurses’ job satisfaction and employment decisions. Therefore, innovative strategies must be implemented for how older nurses learn new technologies so they remain engaged in their work and committed to the organization (Outten, 2012). For example, when EHR were implemented in long-term care, older nurses were more likely to seek out one-on-one education sessions and request extra time to learn the system. The unique benefits and challenges older nurses face must be understood by healthcare organizations if they are to devise strategies that will support and encourage older nurses to continue working.
Strategies for Engagement and Retention
In order to retain older nurses, employers have to create an environment that actively engages and supports these nurses so they want to stay (Laureate Education, Inc., 2006). Older nurses have extensive knowledge of organizational workflows that make them ideal candidates to act as mentors to newer or younger nurses (Bishop, 2013). Thus an established program that will utilize the knowledge of older nurses and develop the competencies of younger or newer nurses is essential. In Ontario, the MOHLTC funds the Nursing Graduate Guarantee (NGG) program that pairs new nurses with experienced nurses for an extended orientation period with the goal of full-time employment for the new nurse at the end. At Sunnybrook, older nurses are usually selected as mentors for these nurses as their vast knowledge of organizational operations and clinical skills prove valuable in teaching the next generation of nurses. Additionally, it also provides a break from the physical demands of nursing mentioned earlier. Higher job satisfaction has been found in nurses who were provided with opportunities for professional development and thus this is another strategy to retain and engage older nurses (Collins-McNeil, Shape, & Benbow, 2012).
While the LCNI program mentioned earlier gives nurses time away from the physical challenges of nursing, its goal is to also give older nurses a chance at professional development. At Sunnybrook, these nurses have been involved in initiatives that have improved patient care and changed organizational practices and they return to their regular duties refreshed and engaged knowing their contributions mattered and are
respected.
A third strategy is to recognize and reward older nurses for their commitment to the organization. Moseley, Jeffers and Patterson, (2008) found an improvement in job satisfaction and retention when organizations demonstrate respect and recognition to its older nurses. At Sunnybrook, the CEO and Board of Directors hold annual celebratory dinners for staff that have been with the organization over 10 years and employees are also presented with gifts to recognize their service and commitment to the organization. Once final strategy is for organizations to facilitate a better work/life balance for older nurses and assist them in caring for themselves and their families outside of the workplace (Bishop, 2013; Outten, 2012). Older nurses have identified flexible work scheduling as one such strategy. Here, alternative schedules that offer part-time or job sharing opportunities, allow for older nurses to meet personal commitments, such as eldercare. Additionally, recognizing the need for personal days to attend appointments or unexpected family emergencies has been identified as a strategy to retain older nurses (Keller & Burns, 2010). Internally, organizations can offer employees wellness programs as a strategy to retain older nurses. Sunnybrook offers numerous programs that assist staff in caring for themselves. These include exercise classes and access to programs that address quitting smoking, nutrition, stress management and mental health, to name a few.
Summary
An aging nursing workforce will provide challenges not yet faced by any profession. Organizations that recognize and implement strategies that address the unique needs of this demographic will be successful in retaining these valuable employees. Older nurses have spent their careers caring for others and now it is the time to care for older nurses (Keller & Burns, 2010).