Addressing nurse shortage through workforce planning and Lewin's change management theory

¶ … Action for Nurse Shortage in a Clinic and Timeline

Strategizing to Alleviate Nurse Shortage

Traditionally-reported employment data is misleading and ineffective in measuring the healthcare sector's actual state. Studies reveal that standard nursing demand, supply and need dynamics have undergone change, owing to healthcare delivery system variations, reimbursement of Medicaid and Medicare, and local and regional cultures and practices. Care delivery method, location, and mode of payment for services are areas that have a direct effect on nursing service necessity. Furthermore, progressive aging of the population in general and the increased need for chronic illness management indicates a growth in general need for the services of nursing professionals. The present, aging nursing workforce and a drop in the number of professionals within the field's 'academic' subfield, suggests that the dearth in nursing personnel will only turn more serious with time. According to the NCSBN (National Council of State Boards of Nursing), since the year 1994, a consistent annual decline has been observed in number of persons writing the National Council Licensure Examination (NCLEX) (Strategies to Reverse The New Nursing Shortage, 2016).

Forecasting Workforce Needs

The process of workforce planning entails predicting the talent essential for ensuring success in the future. It incorporates the steps of: development of a profile of the existing workforce; ascertaining the workforce's future needs; and bridging all gaps. The process aids organizations in identifying workforce needs as well as basic approaches, behaviors, aims, and processes vital to effecting positive changes. Moreover, the process of planning assists healthcare organizations in identifying competency level necessary for achieving their mission, vision, and goals, in addition to providing financial management crucial to meeting the above-mentioned targets. A majority of healthcare firms have implemented some or other form of system for workforce planning, and several firms have determined principal external and internal driving forces affecting their goal attainment ability. Relatively new healthcare organizations might benefit from commencing with planning for some particular workforce subgroup and going on to expand planning to encompass the entire institution (Drake, Pawlowaski, & Riley, 2013).

Unfreeze

The foremost phase of the change process entails organization-wide preparation to accept the fact that the proposed change is essential. It involves break downing the present status quo prior to attempting to develop a novel way of functioning.

i. Identify what area or aspect one needs to alter.

ii. Secure the strong support of top-level management.

iii. Generate a need for effecting change.

Change

This stage entails resolution of the uncertainty developed in the previous stage. Organizational stakeholders begin seeking novel ways to attain workplace goals and objectives, and start believing in, and openly supporting, change.

i. Communicate regularly.

ii. Put an end to rumors iii. Involve stakeholders in the change process

iv. Empower action

Refreeze

Any organization is regarded as all set to refreeze when change is taking form and employees have accepted the novel ways of functioning. External indictors of this phase include stability in organization chart and job descriptions. This stage entails aiding the company and its people in internalizing or institutionalizing change. In other words, one must ensure change is applied at all times, and integrated into the firm's routine operations. The newly-developed sense of secureness grants confidence to the workforce, and they become more comfortable with new workplace policies and practices.

i. Affix change into the organizational culture.

ii. Come up with means to sustain change.

iii. Offer training and support.

iv. Celebrate success