Practical Insights on Nurse Manager Satisfaction & Retention | AONL & Laudio

Did you know that half of nurse managers in U.S. health systems have fewer than 3.5 years of experience? Early in their leadership journey, they’re also at the greatest risk of leaving their roles. So, how can healthcare leaders better support nurse managers and strengthen retention across their teams.

The American Organization for Nursing Leadership (AONL) and Laudio presented a recent webinar to unpack findings from the joint report, Trends and Innovations in Nurse Manager Retention. This comprehensive report draws on Laudio Insights data – a dataset including over 200,000 frontline team members – and direct insights from nurse managers, shedding light on the biggest opportunities to improve nurse managers’ satisfaction and retention. 

This blog explores emerging trends in nurse manager recruitment and retention, the impact of manager transitions on teams, and actionable strategies to enhance well-being and retention efforts.

New trend data on nurse manager recruitment, retention, and transitions 

The quantitative findings featured in the report and explored on the AONL & Laudio Insights: Trends and Innovations in Nurse Manager Retention Webinar are grounded in a robust data set from Laudio Insights, the research arm of Laudio. Insights are based both on data available in core systems and documented actions managers take within Laudio’s leader operations platform. 

One key finding is that nurse manager turnover is highest during the early years of leadership. On average, 12% of nurse managers leave their roles within the first three years, with 21% exiting during their first year. This critical period is when nurse managers are most in need of support, training, and encouragement to thrive in their roles.

Nurse managers typically transition out of their position for one of the following reasons:

1. Leaving the organization entirely
2. Accepting a promotion to a director or VP role
3. Moving laterally to another department
4. Exiting management altogether

Regardless of the reason, these transitions disrupt the teams left behind. Each manager transition results in a 2 to 4 percentage point drop in nurse retention rates for the affected teams in the year that follows. Compounding the issue, managers are often replaced by less experienced leaders who need time to develop their skills, further impacting team stability.

Investing in leadership development is essential, especially during the early years when nurse managers are most vulnerable to leaving. Supporting nurse managers not only stabilizes leadership but also has a significant financial impact on health systems. So, how can health leaders create an environment that fosters stability in nursing management?

Nurse manager priorities for retention - in their own words

To better understand nurse manager wellbeing, job satisfaction, and retention, AONL conducted interviews with nine exemplary nurse managers for the report - two of whom shared their experiences and perspectives live on the webinar. The report revealed four key priorities for improving retention:

1. Ensure a healthy work environment. Retention begins with fostering both psychological and physical safety. Psychological safety, in particular, is the strongest predictor of team performance, productivity, and innovation. Nurse managers greatly value scheduling flexibility, such as four-day work weeks or occasional remote work. For example, nurse managers at Carle Health work from home one day per month to focus on strategic projects, while at North Mississippi Health Services, leaders ensure staff feel supported by other leaders in their manager’s absence.
   
   
2. Promote leadership development. With half of nurse managers having less than four years of experience, leadership development is essential. At North Mississippi Health Services, "sister units" collaborate on staffing and leadership coverage. Carle Health’s one-on-one coaching program offers nurse managers consistent support, with weekly meetings with directors and monthly sessions with the CNO, making them feel valued and heard.
   
   
3. Identify and develop future leaders early. Since 57% of new managers are promoted from within their own units, it’s crucial to identify and mentor future leaders proactively. At North Mississippi Health Services, nurse managers create succession plans and mentor promising staff. Similarly, Carle Health’s emerging leader program allows nurse managers to nominate team members for leadership development opportunities.
   
   

    

4. Address increasing role complexity. The nurse manager role is becoming more complex due to organizational changes, ever-expanding responsibilities, and fragmented technology. Delegation, leadership support, and streamlined workflows are critical to managing these demands. Solutions like Laudio have helped managers reduce administrative burdens and engage with their teams better. As Jordan Propst from Carle Health shared, “Any system that pushes information to managers is a winner in my book.” Rhea Broome from North Mississippi Health Services added, “It’s really improved my relationship with my staff
   
   

Most nurse managers are early in their careers and at the highest risk of leaving their roles. The data and interviewing findings underscore the importance of continuing to focus proactively on their workloads, work environments, well-being, and growth. Nurse managers want their leaders to prioritize the fundamentals, building safe and supportive workplaces that help new and seasoned nurse managers succeed in their roles alike. Discover the full insights and hear the actionable strategies nurse managers shared:  watch the webinar on-demand.

A special thank you to our speakers:

• Tim Darling, Co-Founder of Laudio and President, Laudio Insights
• Lori Wightman, DNP, RN, NEA-BC, CENP, FAONL, PCC, Senior Director of Professional Practice, AONL
• Rhea Broome, MSN, RN, Nurse Manager, North Mississippi Health Services
• Jordan Propst, RN, BSN, CMSRN, Nurse Manager, Carle Health