Here’s where nursing can put a business practice called branding to good use. There are many ways an organization can brand itself, including image advertising, in which the company gives frequent and consistent media messages about itself. For example, see if you recognize logos, colors, and typefaces in the ads in this issue. For the most part, advertisers have adopted a "look" that remains consistent.

Similarly, smart healthcare organizations paid attention to what helps nurses help patients, and they made the appropriate changes. Then, in their image ads, they publicize consistently and frequently what makes them a nurse-friendly place to work. It’s a proven, effective recruitment strategy. There are lots of places for nurses to work — why not differentiate yours from the rest?

In addition to image advertising, there are other ways to brand an organization. Get your nurses to become spokespersons, both informally with friends, family, and their personal community, and formally, through writing for publication and speaking at seminars, public meetings, and conferences. Not only is the nurse presented in a positive, professional light, but the employing organization benefits, too.

Why not brand yours as an organization that’s not afraid to take nontraditional approaches to recruiting? Adapt your hiring policies and work schedules to accommodate nurses who cannot or will not work full-time. They are largely an untapped resource with often-impressive skills and abilities. You can take the next step into the future and advertise on the Internet when you have position vacancies. More and more nurses are computer-literate, and some might be more apt to join an organization making good use of this medium. Keep in mind that the median age for working RNs is now the mid-forties. Make sure that your salary structures, ongoing professional development programs, retirement plans, and other benefits are appropriate for this age group.

Another way to develop a brand identity is to host an open house at your facility. Publicize it well in advance so nurses can make plans to attend. This is the sandwich-generation you’re trying to recruit, and they may have both children and aging parents to arrange alternate care for. Sometimes a weekend afternoon is best, and be sure to offer at least light refreshments. Most important is to have the right people on hand: positive, enthusiastic nurses who can talk knowledgeably about your organization. Be ready to interview potential candidates on-the-spot in a quiet, private area. If the right person is seeking a position and you’re not prepared to hire him or her, you can be sure that the next employer down the road will be.

It’s not just hiring good people that your branding efforts will facilitate. You want to be known as the organization that keeps the great people it already has. So pay attention to retention, too. Tell your staff that you appreciate them, and show them. Write congratulatory notes, remember birthdays, and process salary increases in a timely way. Be known as a leader who likes nurses and who appreciates what they do for patients and for the organization. Demand exit interviews for each nurse who leaves. Get specific information about why they left, and then use what you learn to make your organization an even better place for nurses to work.

There is a significant RN shortage looming. The facilities that are most likely to succeed are those that will expend the most energy on attracting, developing, and retaining nursing talent. If you use strategies like these, in time your organization will be branded as a great place to work — one that’s well-managed, has terrific values, and has a great culture.

Reference

1. Fishman C. The War for Talent. Fast Company. August 1998; 104.