Voice of the President | March 2025
As we approach AONL’s annual conference, it’s inspiring to take stock of our progress in tackling decades-long challenges in the nursing workforce. Across the field, data reflect positive changes in key areas such as nursing satisfaction, increasing numbers of student nurses, decreasing vacancies and the emergence of innovative care models. These advancements are a testament to your collective hard work, creativity and leadership.
High retention rates remain one of the most critical markers of success in health care. When nurses choose to stay and grow within their organizations, it leads to stronger teamwork, greater trust, enhanced innovation and more effective care. Expertise is deepened, patient outcomes improve and organizations become more resilient. As leaders, we play a vital role in ensuring that our environments allow nurses to thrive and genuinely feel valued.
Central to retention efforts is recognizing and reinforcing the meaningfulness of nursing work. To that end, the role of the nurse retentionist is emerging to focus on retaining nurses by proactively addressing their concerns, fostering career development and creating a positive work environment. Noreen Bernard and Melissa Quaid highlight the roles of two nurse retentionists and share their successes and challenges. Through career coaching and interviews, El Camino Health in Mountainview, Calif., has gained greater insight into nurses’ needs and aspirations. Emory Healthcare in Atlanta has developed a career pathway to help nurses achieve their career goals. Nurse retentionists work closely with nursing leadership to ensure nurses have the support and resources they need to succeed in their current and future roles. Since the creation of these positions, both organizations have significantly reduced turnover and strengthened nurses’ connections to their organization’s missions.
Retention is not just about reducing turnover — it’s about creating an environment where nurses can envision long-term careers.
Retention is not just about reducing turnover — it’s about creating an environment where nurses can envision long-term careers. Structured leadership development programs, like those implemented in HCA Healthcare’s North Florida Division, prepare nurses for advancement, instill a sense of belonging and foster loyalty. Deborah Krauser and Sasha Smith discuss highlights of the organization’s innovative career development program that supports the transition of front-line nurses to clinical nurse coordinators. The Nurse Leadership Certification Program develops critical thinking skills and builds confidence to help new nurse leaders succeed in their roles. Such programs underscore the importance of career growth and mentorship in building a satisfied, engaged workforce.
Flexibility is another critical recruitment and retention factor. Modified work schedules, such as the four-day workweek for nurse managers at Ann & Robert H. Lurie Children's Hospital of Chicago, have demonstrated how even small adjustments can make a significant impact. Kristopher Lejeune and Amanda Eichstaedt share how the modified work schedule for nurse managers helps build resilience and long-term job satisfaction by reducing burnout and fostering work-life balance. Additionally, the program has helped to build consistent leadership presence during weekend and evening shifts, enhancing job efficiency and nurse satisfaction, supporting patient-centered care.
Nursing leaders are uniquely positioned to influence change at every level of health care. Whether by driving innovations in care delivery, fostering professional growth, or advocating for systemic improvements, our leadership shapes the experiences of nurses and the outcomes for patients and families.
Last fall, AONL and Laudio Insights released the Trends and Innovations in Nurse Manager Retention report. The report underscores the importance of training and developing nurse leaders as highlighted in the articles featured in this month’s issue. Turnover rates for nurse managers are highest for nurses with about three years of managerial experience, stressing the critical need for greater encouragement and support during the early stages of leadership. Nurse executives must build and sustain an environment that educates and inspires nascent nurse leaders, supporting them as they continue up the career ladder.
As we look ahead, let us focus on the power of retention — not just as a strategy to reduce costs or fill vacancies but also as a pathway to build stronger, more engaged teams. When nurses feel valued and supported, they stay. When they stay, they grow. And when they grow, they elevate the profession and the quality of care delivered.
We have the tools, the insights and the collective strength to drive meaningful change. By helping nurses experience meaning in their work, investing in innovative solutions and fostering environments where nurses can thrive, we will ensure a future where nursing remains a profession rooted in compassion, connection and care.