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OBJECTIVE: To map the sub processes related to turnover of nursing staff and to investigate and measure the nursing turnover cost. METHOD: This is a descriptive-exploratory study, classified as case study, conducted in a teaching hospital in the southeastern, Brazil, in the period from May to November 2013. The population was composed by the nursing staff, using Nursing Turnover Cost Calculation Methodology. RESULTS: The total cost of turnover was R$314.605,62, and ranged from R$2.221,42 to R$3.073,23 per employee. The costs of pre-hire totaled R$101.004,60 (32,1%), and the hiring process consumed R$92.743,60 (91.8%) The costs of post-hire totaled R$213.601,02 (67,9%), for the sub process decreased productivity, R$199.982,40 (93.6%). CONCLUSION: The study identified the importance of managing the cost of staff turnover and the financial impact of the cost of the employee termination, which represented three times the average salary of the nursing staff.

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Abstract OBJECTIVE To map the sub processes related to turnover of nursing staff and to investigate and measure the nursing turnover cost. METHOD This is a descriptive-exploratory study, classified as case study, conducted in a teaching hospital in the southeastern, Brazil, in the period from May to November 2013. The population was composed by the nursing staff, using Nursing Turnover Cost Calculation Methodology. RESULTS The total cost of turnover was R$314.605,62, and ranged from R$2.221,42 to R$3.073,23 per employee. The costs of pre-hire totaled R$101.004,60 (32,1%), and the hiring process consumed R$92.743,60 (91.8%) The costs of post-hire totaled R$213.601,02 (67,9%), for the sub process decreased productivity, R$199.982,40 (93.6%). CONCLUSION The study identified the importance of managing the cost of staff turnover and the financial impact of the cost of the employee termination, which represented three times the average salary of the nursing staff.

Resumen OBJETIVO Mapear los subprocesos relacionados con la rotatividad del equipo de enfermería y medir el costo de la rotatividad del equipo de enfermería. MÉTODO Estudio exploratorio-descriptivo, en la modalidad de estudio de caso, llevado a cabo en hospital de enseñanza del sudeste de Brasil, en el período de mayo a noviembre de 2013. La población estuvo compuesta del equipo de enfermería, utilizándose la metodología para el cálculo de costo de la rotatividad. RESULTADOS El costo total de la rotatividad fue de R$314.605,62 y, por colaborador, varió de R$2.221,42 a R$3.073,23. Los costos consecuentes de la pre contratación totalizaron R$101.004,60 (32,1%), siendo que el proceso plazas consumió R$92.743,60 (91,8%). Los costos referentes a la post contratación totalizaron R$213.601,02 (67,9%) y, para el subproceso de disminución de la productividad, R$199.982,40 (93,6%). CONCLUSIÓN El estudio permitió identificar la importancia de la gestión del costo de la rotatividad de personal y el impacto financiero del costo del colaborador alejado, que representó tres veces el sueldo medio del equipo de enfermería.

Resumo OBJETIVO Mapear os subprocessos relacionados à rotatividade da equipe de enfermagem e mensurar o custo da rotatividade da equipe de enfermagem. MÉTODO Estudo exploratório-descritivo, na modalidade de estudo de caso, realizado em hospital de ensino do sudeste do Brasil, no período de maio a novembro de 2013. A população foi composta pela equipe de enfermagem, utilizando-se a metodologia para o cálculo de custo da rotatividade. RESULTADOS O custo total da rotatividade foi de R$314.605,62, e por colaborador variou de R$2.221,42 a R$3.073,23. Os custos decorrentes da pré-contratação totalizaram R$101.004,60 (32,1%), sendo que o processo vagas consumiu R$92.743,60 (91,8%). Os custos referentes à pós-contratação totalizaram R$213.601,02 (67,9%), e para o subprocesso de diminuição da produtividade, R$199.982,40 (93,6%). CONCLUSÃO O estudo permitiu identificar a importância do gerenciamento do custo da rotatividade de pessoal e o impacto financeiro do custo do colaborador desligado, que representou três vezes o salário médio da equipe de enfermagem.

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We investigate the effects of the institutional settings of the US health care system on individuals' life-cycle medical expenditures. Health is a form of general human capital; labor turnover and labor-market frictions prevent an employer-employee pair from capturing the entire surplus from investment in an employee's health. Thus, the pair underinvests in health during working years, thereby increasing medical expenditures during retirement. We provide empirical evidence consistent with the comparative statics predictions of our model using the Medical Expenditure Panel Survey (MEPS) and the Health and Retirement Study (HRS). Our estimates suggest significant inefficiencies in health investment in the United States.

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This descriptive study aimed to find out how long nurses stay at a hospital institution and the relationship with expenses in terms of hours/salary regarding admission, resignation and hiring of a new nurse. We analyzed the resignation records of 109 nurses (2000-2002) from a hospital in the eastern region of São Paulo, provided by the Human Resource Department in 2003, as well as the amounts spent on hours/salary of the personnel involved in the selection process, admission, training and resignation. The study showed that the nurses stayed for a short period (average of 20 months and median 18). 30.53% of the nurses left the hospital in less than one year. 881.43 R dollars was spent on hours/salary for admission and resignation. This short time of permanence doubled the cost for hiring a new professional.

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Home care aides play an essential part in home care services, yet agencies experience a high turnover rate in this position--an average of 50% annually. One Medicare-certified agency determined to address and resolve the situation.

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