Introduction
In the case of long-term care facilities, the role of Certified Nursing Assistants (CNAs) cannot be underestimated since they represent the backbone of resident care. The search for CNAs continues despite the many recruitment and retention issues, such as stiff competition for jobs, a high workload that is challenging, and limited career growth opportunities. We are aware of the serious need for a skilled and strong CNA workforce, and, as a result, we support a holistic CNA recruitment and retention program. The program strives to solve the above problems by systematically addressing various dimensions, including competitive wages, smart workplace and job design, good management and practice strategies, well-structured training, and career progression options. By investing in these areas, we also aim to get the best talent and a workplace that allows people to grow and stay in the organization. In this way, we try to not only meet the current demands for staff but also create a culture of high-quality, resident-oriented care that will always be there.
Components of the Program
Competitive Wages
Competitive wages are one of the most important elements that will attract and retain qualified CNAs in long-term care centers (Duru & Hammoud, 2021). Through complete market research and revising compensation packages according to the results, we will make sure CNAs are rewarded for their strengths and efforts. Moreover, Duru and Hammoud (2021) explain that performance-based bonuses and incentives also contribute to motivating the CNAs to perform their roles very well; hence, a culture of excellence and a commitment to delivering excellent care to the residents will be established.
Workplace/Job Design
A comfortable and facilitating working environment is critical for the psychological state of CNAs and the services they offer (Berridge et al., 2020). The scheduling flexibility allows CNAs to juggle their work duties and personal needs; this can translate to reduced stress and a better work-life balance. With collaboration, open communication, and mutual respect among staff, develop a work environment that promotes a friendly atmosphere where CNAs feel valued and give their best abilities. There is continuous assessment of the workload and staffing levels to ensure the CNAs are not overburdened, thus enhancing job satisfaction and retention.
Management and Practice
Management and supervision can be very important in making CNAs stay and move up the ladder (Duru & Hammoud, 2021). Nursing supervisor training entails guiding, supporting, and providing resources to CNAs so that they can tackle challenges and be successful in their positions. Regular performance reviews and feedback will help in pointing out improvement areas and recognizing accomplishments, which help build a learning and professional growth culture. Having CNAs participate in the decision-making processes and providing them with a voice result in morale and engagement improvement, leading to job satisfaction growth and higher retention rates.
Comprehensive Training
Identifying complete curriculum-based training programs becomes essential for ensuring CNAs have the knowledge and abilities to provide competent care (Berridge et al., 2020). A comprehensive orientation course will be designed to help newly employed CNAs be thoroughly ready to deal with the requirements of their positions and provide quality and safe care for the residents. Many continuing education activities, including workshops, seminars, and certifications, help CNAs expand their professional knowledge and keep up to date with the latest best practices in the field. Training and development, which is an investment, can raise the capability and confidence of CNAs and show our commitment to their success and continuous workplace development.
Career Advancement
Defining the career ladders and chances of promotion is the decisive factor in keeping the best employees and developing mutual loyalty between CNAs (Franzosa et al., 2022). Job advancement to supervision or specialized roles provides the CNAs with career mobility opportunities within the organization and allows taking on additional duties. This way, CNAs can enhance their education and get new professional skills that will enable them to find more career opportunities within the company or outside. Through systematic training and development of CNAs, we keep skillful employees and initiate a culture of quality and evolutionary spirit in the organization.
Tools and Resources to Assist Retention
Online Learning Platform
Design an online platform to make it easy for all CNAs in the organization to access it. The platform will have different resources, such as training programs, educational content, policy documents, and job-related information. Zhen et al. (2022) noted that such platforms provide a means for the CNAs to advance in knowledge to be ready for new improvement procedures or technologies and stay updated with the current best practices in long-term care. Besides, the platform will also consist of interactive forums or discussion boards in which CNAs contribute and interact with their colleagues, look for recommendations, and get advice from their colleagues at the same time.
Mentorship Programs
Develop a mentorship scheme that will involve volunteers with former experience teamed with the new employees. Mentors will be available to guide mentees on their journey, providing the required guidance, support, and encouragement. Through such programs, coaches can give their own practical recommendations, share their own stories, and play the role of the motivation force while interacting with the mentee (Zhen et al., 2022). This project will incorporate CNAs into a larger community where they can share information and learn from one another, all of which makes their careers grow even when they face challenges.
Professional Organizations
Cooperate with the American Nurse Association (ANA) and use all available resources, which include educational materials, webinars, conferences, and networking events, all designed for CNAs. Nurse assistants who are linked with ANA get a peer support network, career development, and advocacy centered on their nursing assistant role (American Nurses Association, 2023). A partnership between ANA and the organization will keep them updated with current industry developments, including new practices and regulations that affect CNAs, and in turn improve the care given to the residents.
Work with the National Association of Health Care Assistants (NAHCA) and get CNA recruitment, training, and turnover solutions. Through the NAHCA, CNAs are given an expansive range of empowering resources, such as leadership development programs, educational scholarships, and awards for excellent performance (NAHCA, 2022). The NAHCA partnership will enables the organization to obtain the relevant tools and guidance to enhance staff participation, improve staff satisfaction at work, and lower the CNA staff turnover rate.
Estimated Cost of Proposal
Budget
Competitive Wages: $50,000 per year for adjustment of salaries.
Workplace/Job Design: $20,000 yearly for scheduling software and employee wellness programs.
Management and practice: $10,000 per year for supervisor training programs.
Trained Supervisors: $5,000 a year for professional development resources.
Comprehensive training: $15,000 yearly for training materials and tuition reimbursement.
Career Advancement: $10,000 per year towards career development programs and advancement opportunities.
Total cost: $110,000 annually.
Narrative
The total yearly estimate of the CNA Recruitment and Retention Program budget is $110,000. This is a significant investment, but to assess its value, you need to evaluate the quality of the CNA workforce that you will have. By providing competitive salaries and an employee-friendly work environment, we expect a drop in turnover rates, equal to lower costs for hiring and training new CNAs. The lack of skilled and well-trained CNAs supported by nursing personnel could result in below-average quality of care and, thus, poor resident outcomes and satisfaction (Franzosa et al., 2022). In addition, as Kueakomoldej et al. (2022) notes, an employee assurance of prosperity and progress will help to make us a preferred employer in the healthcare field as far as employment is concerned, and finally, attract quality talents and receive community confidence. The investors who invest in recruiting and retaining CNAs enjoy the superior benefits of their investment, which are better than the cost of the initial investment because of improved organizational performance and sustainability.
Conclusion
The CNA Recruitment and Retention program aims to implement systemic solutions to address such continuous challenges for CNA recruitment and retention in long-term care facilities. The program attempts to achieve this by providing market rates for wages, suitable workplace environments, effective management styles, continual learning opportunities, and career paths for employees, leading to lower turnover rates and better services to residents, as well as improving the image of the facility in the healthcare market. Nevertheless, the initial high investment may seem expensive. Still, the final benefits of a good and well-qualified CNA team are much greater than the costs, thus contributing to the facility’s stability, competitiveness, and ability to provide quality care. With professional bodies, through continuous evaluation and improvement, we are confident that this policy will have sound effects on our staff and patients.
References
American Nurses Association. (2023). American Nurses Association. ANA Enterprise. https://www.nursingworld.org/
Berridge, C., Lima, J., Schwartz, M., Bishop, C., & Miller, S. C. (2020). Leadership, Staff Empowerment, and the Retention of Nursing Assistants: Findings from a Survey of U.S. Nursing Homes. Journal of the American Medical Directors Association, 21(9), 1254-1259.e2. https://doi.org/10.1016/j.jamda.2020.01.109
Duru, D. C., & Hammoud, M. S. (2021). Identifying effective retention strategies for front-line nurses. Nursing Management (Harrow, London, England: 1994), 29(1). https://doi.org/10.7748/nm.2021.e1971
Franzosa, E., Mak, W., Burack, O., Hokenstad, A., Wiggins, F., Boockvar, K. S., & Reinhardt, J. P. (2022). Perspectives of certified nursing assistants and administrators on staffing the nursing home frontline during the COVID‐19 pandemic. Health Services Research. https://doi.org/10.1111/1475-6773.13954
Kueakomoldej, S., Turi, E., McMenamin, A., Xue, Y., & Poghosyan, L. (2022). Recruitment and retention of primary care nurse practitioners in underserved areas: A scoping review. Nursing Outlook, 70(3). https://doi.org/10.1016/j.outlook.2021.12.008
NAHCA. (2022). The CNA Association. NAHCA | the CNA Association. https://www.nahcacna.org/
Zhen, C., Zonghua, W., Yu, L., Huijuan, M., Jing, T., Suofei, Z., & Lei, Z. (2022). Development and application of an online learning platform for nursing ethics: A teaching practice research. Nurse Education Today, 112, 105336. https://doi.org/10.1016/j.nedt.2022.105336
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