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Jomo Kenyatta University of Agriculture and Technology *

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504

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Nursing

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Nov 24, 2024

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docx

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Step 1: Selecting the Organizational Leader and Focus Topic Pseudonym: Sarah Anderson Industry: Healthcare Role: Chief Nursing Officer (CNO) Sarah Anderson has over 20 years of experience in healthcare administration and nursing. She has held various leadership roles in hospitals and healthcare organizations. Focus Topic: Employee Retention Sarah Anderson has extensive experience in healthcare leadership, where employee retention is crucial. She has faced significant challenges in retaining skilled healthcare professionals in a competitive industry. I will discuss her insights, strategies, and experiences related to employee retention in healthcare organizations. Step 4. Develop the Case Study Paper Sarah Anderson (Pseudonym), Chief Nursing Officer (CNO) As the Chief Nursing Officer (CNO), Sarah Anderson brings a wealth of experience and dedication to her role in a prominent healthcare organization. With over two decades of healthcare leadership experience, Sarah's journey in healthcare administration has been marked by her commitment to improving patient care and fostering a supportive work environment for healthcare professionals. The healthcare organization in focus is a well-established, not-for-profit healthcare system with a network of hospitals, clinics, and healthcare facilities across the region known for its commitment to delivering high-quality patient care and continuous innovation, the organization has long been recognized as a healthcare leader. The central issue is the formidable

challenge of employee retention within the healthcare industry. High staff turnover rates have become an industry-wide concern, impacting healthcare organizations of all sizes. In particular, the healthcare organization in this case study has grappled with the complex issue of retaining skilled healthcare professionals, including nurses, physicians, allied health professionals, and support staff. The implications of this pervasive problem are far-reaching and extend beyond staff turnover statistics. High employee turnover has been correlated with diminished patient care quality due to frequent staff changes escalating recruitment and training costs, straining the organization's resources, decreased staff morale and heightened burnous t levels among healthcare professionals and the erosion of the organization's reputation within the healthcare community and among potential employees. This employee retention challenge is not isolated but is intrinsically connected to various other organizational behaviour issues, such as leadership challenges in healthcare organizations and offering a competitive job market for healthcare professionals.

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