staffing ratios Illinois

Seeking Advantage, Unions Blame Hospitals for Staffing Crisis

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January 20, 2021 – The COVID-19 crisis has impacted hospitals like nothing we have ever seen before. What started as a public health crisis has resulted in an unprecedented disruption of the entire healthcare workforce. In fact, the impact is so severe we will likely be dealing with staffing shortages for a significant period going forward – long after COVID subsides.

Unfortunately, our challenges are opportunities for unions like National Nurses United (NNU). The organizing team at NNU understands the addage, “Never let a good crisis go to waste.” So NNU leaders are working overtime to forward a false narrative that goes something like this: “Greed, on the part of healthcare leaders, is the real cause of the staffing crisis – not COVID-19.” Below are some examples of how the NNU is forwarding this false narrative:

  • December, 2020: NNU releases “Deadly Shame” videos and a report entitled, Deadly Shame: Addressing the Devaluation of Registered Nurse Labor through Pandemic Equity.
  • December, 2021: NNU releases a report entitled, Protecting Our Front Line: Ending the Shortage of Good Nursing Jobs and the Industry-Created Unsafe Staffing Crisis. 
  • January, 2022: NNU holds a National Day of Action press conference to demand the hospital industry invest in safe staffing, and to demand that President Biden follow through on his campaign promise to protect nurses and prioritize public health.”

From the beginning, NNU leaders have sought to use this crisis to spread the false and misleading narrative that somehow healthcare leaders are responsible for the current staffing crisis and that hospitals are deliberately understaffing patient care units to increase profits.

Yesterday, this narrative made its way into the opinion section of the New York Times in an article and video entitled: We Know the Real Cause of the Crisis in Our Hospitals. It’s Greed. (click here to read article)

Thankfully, the American Hospital Association quickly issued a response to set the record straight (click here to read the AHA response).

NNU leaders are trying to boost membership, dues income, and the political power of their union.

The challenges facing healthcare organizations and employees are real and we should honor and respect those who are on the frontline facing these challenges. At the same time, we should encourage our employees to question the motives of groups like the NNU, who seek to use the pandemic for their own financial and political gain.

Remember, the NNU is not seeking to foster unity – unity is not good for their business model. NNU organizers know that they have a much better chance of organizing thousands of new nurse members if staff nurses and nurse leaders are divided.

Unfortunately, the confusion and stress created by the pandemic has given the NNU a golden opportunity to create that division – and they seem determined not to let that opportunity go to waste.

Nurse unions – like NNU – betray the public trust when they put their own financial and political objectives above what’s really in the best interest of healthcare employees, patients, and communities.

As COVID-19 Ravages Communities, Unions Seek an Advantage

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Updated (05/25/20) – At this moment, COVID-19 has sickened millions in the U.S.  As the U.S. death toll approaches 100,000, healthcare employees are, understandably, confused and scared; the global pandemic threatens not only public health, but also economic well-being. 
Labor unions like the Service Employees International Union (SEIU) and National Nurses United (NNU) are working overtime to exploit COVID-19-related confusion and fear. Unions are not only criticizing healthcare leaders, they are demanding “more” when it comes to compensation, paid time off, and workplace safety.  The SEIU, for example, offers a “toolkit” which includes links for employees to download and customize their own list of COVID-19-related workplace demands.

And, as the crisis evolves for healthcare leaders and staff, four topics take center stage:   1) Personal Protective Equipment (PPE); 2) Expanded Paid Time Off (PTO); 3) “Hazard Pay”; and, 4) Refusal to Work Policies. 

Personal Protective Equipment:  Since mid-March many hospitals have gone beyond CDC guidelines and provided all patient-facing employees with PPE.  Still, confusion abounds. The scarcity of PPE is universal, prompting even the Joint Commission to issue a statement in support of healthcare workers bringing their own PPE from home. 

Expanded Paid Time Off:  Beyond protection for their own health and the health of their families, healthcare employees want to know their employer stands behind them if they get sick or are otherwise impacted by the pandemic (i.e., quarantined, low censused, furloughed, or laid off).  On March 31,the Hospital Corporation of America (HCA) announced dramatic safety and pay-protection measures for HCA employees.

Increased Compensation or “Hazard Pay”: The idea of “hazard pay” originated with non-healthcare employers like Amazon, Albertsons, Kroger, Safeway, and Whole Foods who decided to pay employees an additional $2.00 (or more) per hour as a bonus for working during the crisis.  Unions are now demanding increased pay and/or pay protection for healthcare workers (represented and non-represented). 

Refusal to Work:  While many healthcare employers now offer expanded PTO for employees impacted by COVID-19, in most cases, employees must first exhaust opportunities to be redeployed. Hospitals are now dealing with employees who refuse redeployment as well as a surge of complaints filed with local OSHA offices.

As always, we hope you find this information useful – please stay safe!

Union Push for Ratio Legislation Fails: What Hospital Leaders Should Do Now

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July 8, 2019

On May 31 2019, the Illinois General Assembly ended their legislative session in Springfield without seeing passage of House and Senate bills calling for mandated nurse-to-patient staffing ratios.  Illinois lawmakers, instead, focused their attention on passing legislation intended to boost the State’s much-needed revenue.  

Unfortunately, we have likely not seen the last of organized labor’s push for legislation to mandate fixed, unit-specific nurse-to-patient ratios in Illinois hospitals.  In fact, the current make up and direction of the Illinois General Assembly virtually ensures these legislative efforts will resurface when the General Assembly reconvenes in October 2019 and carrying through to future legislative sessions.   

Unions are Using Legislative Efforts to Target Illinois Nurses for Organizing
Of course, the two labor unions in Illinois that represent RNs (Illinois Nurses Association and National Nurses Organizing Committee/National Nurses United) support this staffing legislation and are working overtime to use their advocacy for the proposed new laws to attract and target registered nurses across the State (and especially in the greater Chicago area).  For example, in recent months, hospitals in Chicago’s south suburban region have reported trespassing by union organizers who attempt to visit patient care units to engage RNs directly in discussions about union advocacy (these visits have, predominately, been reported on night shifts and weekends).  

Organizers intentionally choose nights and weekend shifts for these visits because, in hospitals across Illinois, nursing leadership on these shifts is typically limited to Charge Nurses or House Supervisors who may lack the supervisory authority, ability and/or motivation to properly confront union organizers and enforce the hospital’s No Solicitation policy. 

Hospitals Should Boost Leadership Presence, Awareness and Skill
There are lots of good reasons for administrators to increase leadership presence on nights and weekends. For example, beyond consistent policy enforcement, strong and effective leadership leads to improved employee engagement.  To ensure your leaders have the ability to enforce hospital polices, and the skill and confidence to discuss Illinois’ proposed staffing legislation, we recommend the following actions:  

  • Review and revise job descriptions (and actual job duties) of night/off-shift leaders (e.g., permanent Charge Nurses, House Supervisors, etc.) to ensure leaders in these roles have “statutory supervisory authority” under the law and are equipped to enforce hospital policies;
  • Provide nursing leaders with refreshed training on union awareness, including training and education about Illinois’ proposed staffing legislation and research findings from California’s experience; and,
  • Implement purposeful leader rounding to increase interaction between leaders and staff, to advance understanding of organizational challenges/accomplishments and to facilitate rapid response to immediate issues of concern. 

Chessboard can support your organization in preparing leaders with the skills and confidence to effectively deal with the current climate of increased union organizing and union advocacy efforts.  Feel free to call or email us to learn more.