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Rural Healthcare Workforce Retention and Managerial Role in Remote Australia

Explore the factors influencing healthcare professionals in remote Australia to stay or leave, emphasizing the crucial role managers play in staff retention. Learn about the Royal Flying Doctor Service and the challenges faced in attracting and retaining rural nurses.

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Rural Healthcare Workforce Retention and Managerial Role in Remote Australia

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  1. HR in remote Australia Why they leave, why they stay, and the role that managers play. Leigh-ann Onnis Alice Springs, November 2016

  2. A Little bit about me ...

  3. We know that ... • Populations living remote regions of Australia have poorer health outcomes than those the live in cities • Access to appropriate health services improves health outcomes • High turnover of health professionals • Predicted global health workforce shortages • Remote workforces face additional challenges

  4. ‘Thus, the task is not so much to see what no one yet has seen, but to think what nobody yet has thought about that which everybody sees.’ Arthur Schopenhauer (1788-1860)

  5. Theoretical Framework

  6. Why do they leave, why do they stay?

  7. Psychological Contract Theory An individual employee’s beliefs about their employment relationship and ‘what they think they are entitled to receive because of real or perceived promises’ from their employer’ (Bartlett, 2001, p.337).

  8. Some of the staff choose to finish early and go fishing or goanna hunting with the locals!A 'GIVE ANYTHING A GO..' attitude About Us: The Royal Flying Doctor Service (RFDS) began as the dream of Reverent John Flynn. He witnessed the daily struggle of pioneers living in remote areas where just two doctors provided the only medical care for an area of almost 2 million square kilometres. Flynn’s vision was to provide a ‘mantle of safety’ for these people and on 15 May 1928, his dream became a reality with the opening of the Australian Inland Mission Aerial Medical Service (later rename the Royal Flying Doctor Service) in Cloncurry, Queensland. Today, the RFDS (Queensland Section) has eight bases across the state, servicing am area of 1,727,200 sq. km, and providing care to more than 290,000 patients each year. We’ve certainly come a long way from that first flight! So, what’s your dream? Calling Rural Superheroes... [Agency] needs skilled rural nurses with ED experience in 2015. It's a new year and we plan to kick it off with a bang  - like an outback dunny door in a storm! How about you - what will YOU achieve this year??? To be successful you must be an all-round experienced generalist; fearless, flexible and ready to wear your red undies on the outside superhero style. Rural nursing is more than just your hours at work, it's being part of a community and making a real difference in the relatively short time you have. This is your year - set your nursing skills on FIRE! Are you looking for a real adventure? Keen for a challenge! Why not spend some time making a difference in the real Australian Outback Example Recruitment Advertisements Free Travel and Accommodation, Training and Development, An Unforgettable Work and Travel Experience! $$$$$ Midwives are as HOT AS BURNT TOAST in Australia and we simply CANNOT get enough of them. Travel to some exciting places and work at the same time.

  9. - Interviews (n=24)- Online Questionnaire (n=213)- Recruitment Advertising (n=3311)- Remote Health Professionals- Tropical Northern Australia Mixed Methods Research Study

  10. Attraction

  11. Recruitment ‘There are always people who are going to be wanting to go out there and work in this really amazing complex unique environment, that's not the challenge. The recruitment isn't the challenge it’s the retention and the retention is about management’ (IP18)

  12. ‘People leave managers, not companies.’ ‘If you have a turnover problem, look first to your managers.’ (Buckingham & Coffman, 1999, p.27)

  13. ‘I don't think we get too many people with management experience applying for management jobs. We usually recruit inexperienced managers more often than not and try to develop them and we don't do very well in developing them’ (IP10)

  14. Transition to Management ‘As soon as you put on a managers hat there is an expectation that you just get on with it’ (IP18) ‘We promote clinicians as good clinicians into management positions and then we don't support them with any management education’ (IP10).

  15. Remote Manager positions Health service management positions advertised for remote northern Australia, August 2013 – July 2015 (n=348).

  16. Managers are the Key ‘I realised that you can get just as much pleasure, and job satisfaction through doing a good job in management as you can as a clinician’ (M-18)

  17. Social Exchange Theory Social exchange theory suggests that the quality of the employee-manager relationship impacts on several employee outcomes including job satisfaction, commitment and turnover. (Xerri, 2013)

  18. Social Exchange Theory Two types of social exchange: - Perceived Organizational Support (POS) focuses on the exchange relationship between the employee and the organisation- Leader-Member Exchange (LMX) emphasises the quality of exchange between the employee and their manager

  19. The role that managers play ... ‘it just helps to have someone who knows where the communities are what the troubles are, travelling between, how people get there, roads cut off, things like that, someone that understands the little things that make your day a lot harder’ (IP19)

  20. The role that managers play ... ‘I took the turnover rate from 200% a year to basically we had one staff leave in the four and a half years that I was there’ (IP1). ‘It was nice to be able to say I don't have any vacancies at the moment ... We'd turned it around we'd become a unified team, we had respect’ (IP9).

  21. Why they leave, why they stay, and the role that managers play. ... Managers are the key Everyone contributes Let’s continue to reframe the discussion until we see the change that we know is possible

  22. Research and Resources www.helpingremotemanagers.com.au JCU Research Online (Leigh-ann Onnis) http://researchonline.jcu.edu.au Australian Human Resources Institute www.ahri.com.au

  23. Thank-you

  24. References Buckingham, M., & Coffman, C. (1999). First, break all the rules. What the Worlds Greatest Managers do Differently. London, UK: Simon & Schuster. Onnis L. (2014) Managers are the key to workforce stability: an HRM approach towards improving retention of health professionals in remote northern Australia. Conference Proceedings, 28th ANZAM Conference. Onnis L. (2015) An examination of supportive management practices promoting health workforce stability in remote northern Australia. Australasian Psychiatry. Vol 23(6) 679–682. Onnis L, Pryce J. (2016) Health professionals working in remote Australia: a review of the literature. Asia Pacific Journal of Human Resources. Asia Pacific Journal of Human Resources, 54, p.32-56. Xerri, M. (2013). Workplace relationships and the innovative behaviour of nursing employees: a social exchange perspective. Asia Pacific Journal of Human Resources, 51(1), 103-123.

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