Omaha, Neb.-based CHI Health is building its own pipeline of clinical support staff through a new program that offers free training, certification and guaranteed employment to aspiring certified nursing assistants.

The goal of the CNA Advance Program is twofold: Develop an internal pipeline of highly skilled CNAs and strengthen support for registered nurses at the bedside, according to Jenny Stachura, MSN, RN, chief nursing officer of CHI Health’s Nebraska and Iowa market, which includes CHI Health St. Elizabeth, where the initiative began.

The three-week training program launched in 2024 and has since graduated more than 50 students. Once participants pass a final exam, they are guaranteed a position at one of five CHI Health in the Omaha metro area.

Becker’s recently spoke with Ms. Stachura, who shared more about the impetus behind the program, how leaders are evaluating its success and plans for expansion.

Question: Can you share a bit about what it took to operationalize the CNA advance program across CHI Health St. Elizabeth, and what lessons have you learned about launching a training-to-employment pipeline within a clinical environment?

JS: Launching the CNA Advance Program at CHI Health St. Elizabeth required significant cross-departmental collaboration and a clear understanding of our workforce needs. We established a dedicated project team, including representatives from nursing leadership, human resources, education and finance, to design and implement the program. A key first step was a comprehensive needs assessment to identify specific clinical areas with high CNA vacancies and to understand the existing skill gaps of new hires.

Recruitment and selection were critical. We targeted individuals with a strong desire to enter healthcare but who might not have had prior clinical experience. This involved community outreach and developing a screening process that assessed interest and commitment.

Lessons learned include the importance of continuous communication and feedback loops between the program team, students and clinical staff. We found that regularly soliciting input helped us refine the curriculum and address any challenges in real-time. Additionally, dedicating sufficient resources for mentorship and providing ongoing professional development for preceptors proved crucial for the program’s success and the retention of our newly trained CNAs. Finally, celebrating milestones and successes, both big and small, has been instrumental in building morale and demonstrating the organization’s commitment to this pipeline.

Q: Beyond graduation numbers, how are you evaluating whether this program is delivering the outcomes the organization needs?

JS: While graduation numbers are a key metric, we evaluate the CNA Advance Program’s success through several other critical outcomes to ensure it aligns with our organizational needs. Primarily, we track retention rates of graduates within our facility, comparing them to the retention of CNAs hired through traditional recruitment channels. This helps us understand the long-term impact of the program on workforce stability.

We also monitor the performance and competency of our CNA Advance graduates. This includes regular feedback from nursing unit managers and preceptors regarding their clinical skills, adherence to protocols, teamwork and overall contribution to patient care.

Furthermore, we analyze the impact of the program on specific unit-vacancy rates and staffing levels. Ultimately, the program’s effectiveness is measured by its ability to create a sustainable pipeline of skilled and engaged CNAs who contribute to high-quality patient care and positively impact our overall operational efficiency.

Q: How does the CNA Advance Program fit into your broader strategy for workforce development and nurse retention?

JS: The CNA Advance Program is a cornerstone of our broader workforce development strategy, particularly in addressing the critical need for qualified nursing support staff. It directly contributes to nurse retention by ensuring that our registered nurses have adequate and competent CNA support, which reduces their workload and allows them to focus on higher-level patient care. This, in turn, can mitigate burnout and improve job satisfaction among our nursing staff.

The program also aligns with our long-term talent management goals by cultivating a dedicated internal talent pool. Many of our CNA Advance graduates express interest in pursuing further education to become [licenced practical nurse or RNs, and we support these aspirations through tuition reimbursement and career laddering initiatives. This creates a sustainable pipeline of healthcare professionals who are already familiar with our organizational culture and values.

By investing in this training-to-employment model, we are building a more stable, skilled and engaged workforce from within, ultimately strengthening our ability to deliver high-quality patient care and adapt to evolving healthcare demands.

Q: Are there any plans to evolve or scale the program in the next year?

JS: Yes, we actually expanded the program this past year to include the five CHI Health campuses within the Omaha metro. By doing so, we have been able to expand the program’s capacity to accommodate more students per cohort, addressing the continued demand for CNAs across the organization.

We also plan to enhance the career laddering component of the program. Our goal is to not only fill immediate CNA vacancies but also to nurture a long-term talent pipeline for all levels of nursing roles within CHI Health. Finally, we are looking into integrating new technologies or simulation-based training methods into the curriculum to further enhance the practical skills and preparedness of our graduates.

The post Free CNA training program targets staffing gaps, nurse retention at CHI Health appeared first on Becker’s Hospital Review | Healthcare News & Analysis.