Page 27 - FY 2025 NRR Annual Report

LEADERSHIP RECRUITMENT Nurse and PA Recruitment and Retention Annual Report FY25 27

RECRUITING NURSE LEADERS - LEADERSHIP DEVELOPMENT & SUCCESSION PLANNING

In FY25, Nurse Recruitment & Retention continued to lead the way in Nursing Leadership recruitment,
with a strong focus on leadership development and succession planning. Demonstrating a
commitment to promoting talent from within, 85% of the 33 Nursing Supervisor (NS) vacancies were
filled by internal applicants, and all six Clinical Nursing Director (CND) positions were filled internally,
primarily by nurses with previous leadership experience.

This strategic approach supports career growth and continuity within the organization. In FY25, the
average time-to-fill for CND roles was 67 days, representing a decrease of 34% compared to the
previous year, while the time-to-fill for NS roles was 66 days, 11% longer than in FY24.

Clinical Nursing Director Nursing Supervisor

45 41
40
35 30 30 33 33
30 26 28
25 22 23 20
20 15 15
15 10 13 10 11 14
10 8 7 7 6 6
5
OUR NURSING WORKFORCE CONTINUES TO STRENGTHEN FY21 FY22 FY23 FY24 FY25
0
FY18
FY17
FY15
FY16
FY19
FY20
LEADERSHIP COMPENSATION AND SALARY SETTING

In FY25 NRR was
responsible for setting
salaries for Clinical Nurse
Director, Nursing
Supervisor, and House
Manager hires, including
both interim and regular
positions. NRR set salaries
for 84 nurse leader hires or
potential hires during this
period.

By carefully evaluating and
accurately crediting each
leadership candidate’s
prior RN and RN leadership
experience within the
salary model, NRR is able
to offer competitive
compensation packages
that attract and reward
talented new leaders.
Pictured: Renee Prince