In the lingering shadows of the global pandemic, U.S. hospitals grapple with a radically transformed healthcare landscape. Amid a backdrop of nursing shortages, high attrition rates, and tighter profit margins, healthcare leaders must explore innovative strategies to attract and retain nursing staff. Fortunately, history can offer valuable insights to navigate today’s challenges.
While it may seem like we are navigating uncharted territory, hospitals faced a similar crisis in the 1980s. Amidst staffing shortages and financial pressure, the American Nurses Credentialing Center (ANCC) conducted a study to identify how certain hospitals were able to attract and retain skilled nursing professionals despite a national shortage. These hospitals were termed “Magnet hospitals,” because they appeared to draw nurses to them, much like a magnet. This revelation gave birth to the Magnet Recognition Programs, built upon the premise that creating a supportive and enriching work environment enhanced nurse retention and job satisfaction.
In coupling these historical insights with cutting-edge medical technology, hospitals have begun to realize the unexpected benefits of investing in specialized programs like Extracorporeal Membrane Oxygenation (ECMO). Though originally recognized for its life-saving potential for critically ill patients, ECMO programs have an unexpected but profound impact on nurse morale and retention. Magnet hospitals are known for their nursing excellence, emphasis on professional development, engagement, and a voice in hospital policy— these factors are all intrinsically part of ECMO program and elevate nurse satisfaction and retention. Let’s delve into four compelling reasons why starting an ECMO program can create a more satisfied, engaged, and stable nursing workforce.
Skill development
ECMO programs serve as a remarkable opportunity for nurses to enhance their skills, ascend the clinical ladder, and take on leadership roles. As a highly specialized medical therapy, ECMO provides nurses the chance to master complex knowledge and techniques, while also fostering a platform for them to mentor peers. These programs tend to be nurse-driven, offering nurses a level of autonomy and ownership that contributes greatly to their professional satisfaction. The balance between technical challenge and intrinsic reward offered by ECMO programs not only boosts morale, but also plays a key role in attracting and retaining skilled nursing staff in today’s competitive healthcare landscape.
Patient outcomes
Another crucial aspect that decreases attrition and turnover is the direct impact these programs have on patient outcomes. With ever-improving survival rates, ECMO can lead to remarkable recoveries that are truly rewarding for nursing staff to witness and be part of. Participating in life-saving interventions and seeing patients recover against all odds is a powerful motivator for many nurses. This experience fosters a profound sense of fulfillment and purpose, reinforcing the reasons why many choose the nursing profession.
As Kate Morin, an ICU nurse in California, says, “There’s no better feeling than seeing an ECMO patient walk out of the hospital. To be a part of a team that brings people back from the brink is one of the most profoundly rewarding aspects of my career.” Similar sentiments echo throughout the ECMO nursing community, highlighting the emotional payoff that can increase engagement, foster loyalty, and ultimately, boost morale in an increasingly demanding and stressful healthcare environment.
Interdisciplinary collaboration
Interdisciplinary collaboration is a cornerstone of ECMO programs and plays a pivotal role in enhancing nurse retention. ECMO care requires a multidisciplinary team, including physicians, nurses, respiratory therapists, and ECMO specialists, all working in harmony towards a common goal. Nurses in these programs are at the heart of this collaborative effort, interacting and learning from diverse healthcare professionals. This exposure not only broadens their understanding of holistic patient care but also promotes a culture of mutual respect and shared decision-making. Such an environment nurtures professional growth and boosts morale—and data shows that when nurses feel valued and respected in their roles, they are more likely to stay.
Recognition
Recognition is a fundamental aspect of job satisfaction and is often realized through participation in ECMO programs. These programs, by virtue of their high-stakes and specialized nature, often receive significant attention and praise within the hospital environment. Nurses who are part of these teams are frequently recognized for their advanced skills and critical contributions to patient care. Furthermore, successful patient outcomes from ECMO treatment can lead to recognition not just within the hospital, but also in broader healthcare circles. This type of acknowledgment validates the dedication, skill, and hard work of nurses, enhancing their professional standing and personal fulfillment. Consequently, nurses often feel a heightened sense of pride in one’s professional contributions, factors that contribute significantly to nurses feeling satisfied in their roles.
Mary Albers RN, MBA
Mary Albers is a senior healthcare executive with a proven ability to drive transformative change and sustainable growth in large, complex, matrixed organizations. Ms. Albers is the owner and CEO of Albers Advisors, currently working with Major Futures as an Executive Advisor. Mary works with healthcare companies to help them with strategic decision-making within hospitals and medical groups. Mary holds an MBA with a healthcare focus from the University of Northern Colorado, a bachelor's degree in public affairs from the University of Colorado, and an associate degree in nursing from Gwinnett College. She is a service-line expert who defines strategy and then builds the operational structures that allow physicians and health systems to flourish. Serving most recently as the system COO for Billings Clinic, she advocates passionately for physicians, associates, and patients. Ms. Albers is a mentor, trusted leader, and clear communicator able to drive operational excellence while maintaining
engagement and relationships. She is a service-line expert who defines strategy and then builds the operational structures that allow physicians and health systems to flourish. In addition to her time at Billings Clinic, Ms. Albers has previously been in multiple senior chief executive positions in both medical groups and a flagship Level I trauma tertiary care center. She is a passionate advocate for parents and children affected by transplants and congenital heart disease.
