Operational change often means shifting roles and increased workloads for healthcare workers, which can lead to higher burnout and turnover. Reducing turnover comes down to recognizing its warning signs and implementing proactive strategies that protect staff time and encourage open communication.
Key takeaways
- Over 50% of healthcare workers report feeling burned out. The stress and uncertainty of change add to that, increasing the risk of turnover.
- To reduce turnover during times of change, watch for warning signs such as disengagement, lower productivity, and resistance to change.
- Building a safe working environment and involving healthcare workers in the decision-making process are a few key ways to prevent turnover.
Organizational change, driven by new technology, restructuring, or regulatory shifts, often triggers uncertainty and stress in healthcare employees. Poor communication and lack of support during these changes can erode trust and hurt job satisfaction. As a result, turnover rates often rise, and patient care can suffer.
With an average turnover rate of 22.7% across all healthcare positions, many organizations cannot afford to lose any more talent. In this environment, managing both the emotional and operational impacts of change isn’t just a nice-to-have. It’s essential for retaining your top clinicians and staff while ensuring a smoother transition.
Why Does Operational Change Cause Staff To Leave?
Often, it’s not the change itself but the mismanagement of that change and the stress it causes that drives employees away. Top reasons people leave are:
- Workloads temporarily increase: Healthcare employees are expected to take on extra work to implement change on top of their daily responsibilities, causing overwhelm and frustration.
- Role expectations shift: Roles and responsibilities may evolve multiple times during change, leaving workers feeling that they can’t meet expectations.
- Uncertainty rises: Poor communication from change leaders, disruption of existing workflows, and inconsistent implementation increase uncertainty and stress.
- Psychological safety decreases: Workers may not feel like they can make mistakes or openly address problems during change without creating conflict.
What Are the Costs of Poor Change Management in Healthcare?
The impact of poor change management extends beyond adoption rates. It increases the risk of burnout and lowers workplace morale, creating an environment that drives employees away. As a result, productivity falls while recruiting costs climb—and patient care suffers.
Increased Burnout
Anxiety and stress from operational changes can quickly lead to burnout, especially in the healthcare industry, where change is constant. An NIH study found that over 50% of clinicians and staff reported burnout, and only 35% felt highly engaged at their workplace. The research also confirmed that burnout and low engagement are accurate predictors of future turnover in healthcare organizations.
Morale and Productivity Decrease
In addition to burnout, employees’ shifting responsibilities or uncertainty about their role in the future contributes to lower morale. A lack of enthusiasm for work they once enjoyed and disengagement in the workplace compromise productivity and the patient experience.
Recruitment Costs Climb
Turnover raises recruitment costs. According to SHRM, the average cost per hire is $4,700, but recruitment expenses can easily climb to three to four times a role’s salary when factoring in recruiting, training, and lost productivity. Replacement costs for nurses can range from nearly $19,000 for a CNA to over $100,000 for a charge nurse.
What Are the Early Red Flags for Turnover During Operational Change?
Recognizing burnout and other turnover warning signs lets you address the problem early and resolve it. Major signs that clinicians and staff are at risk of turnover include:
- Passive resistance to change: When healthcare workers agree to changes but don’t attend training or procrastinate adoption.
- Reduced engagement: Staff or clinicians are unmotivated and doing the bare minimum. Tasks may take longer to complete.
- Higher error rates: Burnout and stress from change can lead to lower morale and work ethic, increasing mistakes.
How Can You Stay Ahead of Turnover Risks?
Fortunately, turnover isn’t inevitable. Staying proactive by following the strategies below can help reduce burnout and encourage retention during change.
Communication Is Key
Consistent, transparent communication is essential in preventing turnover. Sharing the rationale for change from the start and keeping an open dialogue throughout reduces uncertainty and stress.
Involve Staff in Decisions
Bring clinicians and staff into the decision-making process. Involving staff ensures the new changes meet their needs and builds ownership.
Limit New Initiatives
Too many changes in too short a time create reluctance to adopt new policies or technologies. Limiting initiatives to critical changes helps prevent change fatigue and burnout.
Protect Staff’s Time and Workload
Between long shifts, growing patient loads, and learning new workflows or tools, workers are at capacity. Limit additional burdens on their time or workload, and consider flexible staffing solutions that increase autonomy and reduce burnout.
Provide Learning Opportunities
Education is another way to reduce turnover. Ensure adequate training on new software or procedures, so teams feel confident adopting them. Offering learning opportunities for workers to advance their skills or careers also helps lessen uncertainty and encourage engagement.
Recognize and Reward Adaptability
Publicly acknowledge and celebrate workers who are adapting well to new changes. Showing appreciation through awards or perks can boost morale and reduce turnover.
How Can We Create a Psychologically Safe Workplace?
When employees feel safe asking questions and sharing feedback, they’re more likely to stay engaged and committed to change. Building a psychologically safe workplace requires:
- Normalizing discomfort and dialogue: Help employees recognize that the mental and emotional unease around new change is normal and temporary. Acknowledging and addressing their concerns will help them feel less isolated.
- Encouraging feedback without fear of retaliation: Create a culture where your clinicians and staff can share their honest opinions without worrying that it will result in punishment, demotion, or hurt future opportunities.
- Addressing concerns publicly: Effective leaders are fully transparent, admit when they make mistakes, and turn setbacks into learning opportunities, which helps build psychological safety and emotional resilience.
- Staying curious: Showing an interest in workers’ ideas and experiences allows change leaders to build trust and encourages dialogue.
Power Smooth Transitions With RXNT
Operational change doesn’t have to mean high turnover. When you recognize early warning signs and take proactive steps—like communicating clearly, involving staff in decision-making, and fostering psychological safety—you can keep employees engaged and invested in your practice’s future.
RXNT’s integrated, cloud-based software streamlines and automates workflows during organizational change, reducing the frustration and burnout that contribute to turnover. To see how it minimizes disruptions while boosting efficiency, book a demo today.
FAQs
What causes higher turnover during changes?
Healthcare workers leave due to uncertainty about their roles, lack of support from leadership, and burnout.
What’s the cost of ignoring turnover during changes?
Replacing healthcare workers can run three to four times their salaries in addition to lost productivity and reduced standards of patient care.
How can change leaders retain staff?
Create a workplace that encourages transparency, regular communication, and adequate training and support.
