David Farrell, MSW, LNHA, Cathie Brady, MS, and Barbara Frank, MPA
338 pages , 6″x9″ paperback, 2011
Health Professions Press
Too often long-term care leaders feel overwhelmed by regulatory, financial and corporate constraints and succumb to the myth that staff turnover is an inevitable cost of doing business. This book debunks that myth, revealing the powerful link between staff satisfaction and successful organizational performance that delivers high quality, high census, good surveys, and a healthy bottom line.
The authors offer advice and wisdom, gleaned from evidence based practices and years of hands-on work creating change. Their shared knowledge and insights can make your organization more successful, efficient and stable, whether it is currently struggling or thriving. It is an exceptional and long awaited book. Here are a few of the take home lessons:
- Get and keep the right staff, including identifying “triple crown winners”
- Convert money now spent on turnover into resources to support stability
- Improve corporate support with an instructive “Stop Doing List”
- Build a positive chain of leadership that brings out the best in staff
- Use quality improvement and culture change practices to achieve high performance
- Make a meaningful impact as leader.
Suggested ways to use this book:
- Share copies with the medical director, department heads and board of directors and have a meeting to discuss the implications for the care setting
- Introduce the book to the resident and family councils
- Create an interactive in-service for staff to discuss ways to reduce absenteeism in the care setting
- Use it as a guide and reference as part of a quality improvement program to reduce the turnover
- Suggest the corporation distribute books to all administrators and create a meeting to discuss implications for data collection, education and profit.