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Strategies to recruit and retain the nursing workforce in England

A telephone interview study

St Bartholomewís School of Nursing and Midwifery, City University, London

Marina Fontenla, MSc, BSc

RCN Institute, Oxford

Nurses have become a scarce resource nationally and globally. In the United Kingdom senior nurses are beginning to assume responsibility for strategies to improve recruitment and retention, but there appears to be a lack of research to explore their role. Telephone interviews took place with 29 senior nurses throughout the summer of 2004. The response rate was high (80.5%), representing Trusts from all major regions in England. The data were analysed by content. All respondents had been appointed during the last five years and were experienced clinical nurses who had usually been employed in the same Trust before appointment. They were selected on the basis of their local knowledge and interpersonal skills. None had received formal preparation for the role, but all reported developing invaluable new skills ‘on the job’ since appointment. Respondents worked with human resource departments but instead of overlapping with traditional human resource functions, they offered a different perspective. This was possible because of their special knowledge of professional nursing issues. They had experience of international recruitment, but reported that organised campaigns were increasingly being replaced by initiatives to attract and retain staff locally, especially newly qualified nurses. This work was undertaken in conjunction with university staff. Respondents did not implement flexible working hours and family-friendly policies for existing staff, but worked with colleagues who assumed this responsibility. All handled speculative enquiries from potential recruits and in most Trusts vacancies were reported to be now mainly for experienced nurses, especially for very specialist clinical services. Postholders considered they were making an impact on staffing levels and enjoyed high levels of job satisfaction. Further research is needed to explore whether Trusts that employ dedicated nurses to address staffing issues are able to recruit and retain more effectively than those that do not. Research should be extended to include mental health and community Trusts in the United Kingdom as well as acute Trusts. Assuming that respondents' accounts are ‘trustworthy’, this study demonstrates senior nurses' ability to undertake advanced human resource management practice which is known to contribute to the success of organisations.

Key Words: nursing • recruitment • retention • workforce planning • National Health Service Plan

Journal of Research in Nursing, Vol. 11, No. 1, 3-17 (2006)
DOI: 10.1177/1744987106060768


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