[Recruitment & Retention] What we should be working on now to secure human resources in nursing care settings

Thoughts from an active care manager | Trusting relationships support people and nurture the workplace

Hello. I work as a care manager at a nursing home for the elderly.
Securing human resources in the nursing care field is a common challenge that many facilities are now facing.
We post job openings but receive no applications, or even when we finally hire someone, they don't stay.
I face these same worries in my daily work as well.
However, there are things you only see because you are on the front lines.
This time, I have organized from a frontline perspective how we can face the situation where "people aren't gathering," what we can prepare, and what small things we can start with.
I hope this serves as a hint for facilities and offices struggling with the same issues.

1. A stance of "properly conveying" rather than "making it look good" leads to trust

Common phrases in job postings like "a homey workplace" or "rewarding work"—
these words are no longer reaching the hearts of job seekers.
What is needed now is"information that allows them to imagine themselves working at this workplace".
For example,the daily workflow, the atmosphere of the workplace, and how easy it is to take time off.
A stance of conveying things as they are, without exaggeration, is the first step to gaining trust.
Not "making it look good," but "making it visible."
The accumulation of that leads to the realization that "I would like to work here."

2. Welcoming people you "want to work with" over experience or qualifications

When you are short-handed, you tend to lean toward the idea of "wanting someone who can hit the ground running."
However, if you only focus on conditions, you might overlook valuable talent.
"I became interested because of caring for my own family"
"I want to do work that involves people"
Among those with no experience who show interest in nursing care work with such thoughts, there are many who are sincere and have the potential to work for a long time.
Focusing on personality and preparing a system to nurture themis something I feel leads to "creating a workplace where people don't want to leave" in the end.

3. Recruitment doesn't end with a "job offer." It is the beginning of preparation for retention

Once a hire is decided, it is easy to think, "Well, that's a relief for now."
But what is truly important is what comes after.
Everyone feels anxious during the period leading up to their first day of work.
A quick message on LINE, a warm message from the staff on-site, a simple guide summarizing what to bring and the flow of the first day—
such small considerations lead to a sense of security that "they are looking out for me."
I feel this sense of security is the first step toward whether they will take root in the workplace.

4. Recruitment utilizing connections and how to deliver information

Without relying solely on job media or public employment offices,we also need to look at the potential for recruitment that arises within "connections."For example, staff referrals, words from the families of users, and cooperation with other local facilities can sometimes lead to unexpected recruitment opportunities within the trusting relationships built on a daily basis.
"It seems an acquaintance of mine is interested in your place"
"My daughter is looking for a job in nursing care..."
Receiving such words is only possible because of daily interactions.
To connect these relationships to recruitment,
it is also effective to post a QR code to the recruitment page on pamphlets, business cards, and facility notices so that it is always accessible.
By making necessary information easier to obtain, you can connect with people without missing the moment they become interested.Recruitment is not something that can be achieved by systems alone.
I feel that the relationship that makes people think "I can work here with peace of mind" is the greatest recruitment power of all.

5. Fostering an atmosphere where people feel "this is a workplace where I can talk"

The reason people want to quit is not necessarily just the difficulty of the work.
When people feel "it's hard to talk to others" or "no one listens to me," their hearts gradually drift away from the workplace.
That is why "Good work today," "Thank you," "That was a big help"—
I think such daily exchanges of words are very important.
Easy to talk to, easy to consult with.
A workplace with such an atmosphere becomes a place where you can feel at ease just by being there.
And I feel that this sense of security supports the foundation of retention.

6. Explaining "why it is necessary" creates understanding and trust

In the course of work, the question "Why are we doing this?" sometimes arises.
Explaining the background properly to such questions, rather than saying "because it's the rule" or "because we've always done it that way," is the first step in fostering a sense of conviction among staff.
For example, "We changed the record so that the next person wouldn't have trouble"
or "We strengthened infection control to protect the peace of mind of the users."
If the reason is shared, understanding and cooperation regarding the work will naturally emerge.
A stance of "thinking together" rather than giving instructionsis what I believe builds trust in an organization.

Conclusion | Relationships support people

The challenges of recruitment and retention cannot be solved immediately.
However, the accumulation of small efforts and attitudes will surely nurture the atmosphere of the workplace.
How to post job openings, how to welcome people, how to nurture them, and how to face people.
Even if each one doesn't have great power, I believe that by working carefully, we can get closer to an environment where people think "I want to work here" and "I want to continue working here."
I myself am still in the middle of searching.
That is why I want to continue to accumulate what I can little by little, while sharing my thoughts with all of you who are standing on the front lines while struggling in the same way.

I realize that both recruitment and training ultimately grow within the relationships between "people and people."
That is why our attitude and how we interact will create the workplace of the future.
I believe that the accumulation of small changes will surely create tomorrow's workplace.

What kind of efforts are you making at your workplace?
If you'd like, please let me know in the comments section.